The People Powered Profile series explores the human stories behind the engineering and infrastructure sectors.
In this edition, we look at the evolution of RSN, a specialist in Electrical and Instrumentation (E&I) services within the UK energy sector.
Founded in 2015 and headquartered in Hull, RSN has established itself as a key player in delivering high-risk, complex projects across critical infrastructure, including oil refineries, gas storage, and the emerging renewables landscape.
Under the leadership of Managing Director Rory Nielson, the firm emphasises a proactive, “hands-on” approach to engineering.
By bridging the gap between high-level consultancy and practical, on-site execution, RSN has moved away from the traditional sub-contractor model toward a collaborative partnership approach.
In this profile, Rory discusses his journey from the shop floor to the boardroom, the reality of the energy transition, and what it takes to build a “One Team” culture in a high-pressure industry.
The Founder’s Journey & Vision
What was the specific “gap” or frustration you saw in the industry that convinced you RSN needed to exist?
“Working in many different roles within the energy sector, especially my client roles, I witnessed a lot of companies with a great sales pitch where everything sounded great before mobilisation, but the execution was lacking.
“I knew that I had already gathered a proactive team of enthusiastic individuals who could really implement these plans and thoughts into action.
“This was the beginning of the RSN movement: delivering projects to the highest standard, not only working for our clients but partnering with them.”
In a crowded market, what is the “RSN way” of delivering a project that clients won’t find elsewhere?
“RSN is unique because we not only have extensive experience in delivering major projects in multiple sectors but the passion to deliver to the highest standard.
“We highlight risk at the earliest opportunity and work in collaboration with our clients and partners, delivering a quality service every time.”
How has your hands-on experience in the field shaped your approach to setting the “overall vision” for the company today?
“I believe my hands-on experience is a critical part of how I lead the company forward.
“We believe at RSN that our business is only as good as our people, and with so many of our management team coming from the shop floor, it allows us to understand our staff and how to manage them and enable them to be their very best.”
Sector Insight & The Energy Transition
How do you maintain a “standard of excellence” when technical requirements vary so wildly between industries?
“I believe that the industries have so many transitional skill sets; it is about finer-tuning our project management teams to ensure our clients get the correct service every time, no matter the specific energy sector.”
With the industry facing a massive skills shortage, how is RSN ensuring you have the right talent to meet tomorrow’s challenges?
“We have a rigorous onboarding procedure that ensures every employee is vetted correctly via several gates, including trade tests, interviews, and qualification/training checks.
“Onboarding is just the beginning, though.
“Once we have the correct people, we continue to monitor and look to improve our staff at all levels from the shop floor to myself as the MD.
“We implement this through mentorships and regular performance reviews.”
Leadership & Culture
How do you build trust and psychological safety within a team working under tight deadlines?
“Our message is clear: nothing is more important to us than our employees, our clients, and our partners’ employees returning home safely to their families at the end of each day or rotation.
“No pressure or deadline will impact this.
“It is that simple to us, and the message echoes throughout the business at all levels.”
How do you prevent “silos” from forming and keep everyone aligned with long-term strategic goals?
“I believe this starts with me.
“Clear communication and continuous updates realigning all departments is pivotal to our success. When you have multiple factions of the business with the same ethos and pulling in the same direction, you can create a powerful movement – a journey everyone at RSN is excited to be on!”
What advice would you give to a young electrical engineer who aspires to one day lead their own firm?
“Identify a strong team who will support you and believe in your dream, then enable them to be great, look after them, and I believe the rest will take care of itself.”
Personal Reflection
What is the most satisfying moment for you in a project lifecycle?
“For me, it is when all the planning and preparation are coming to fruition.
“The execution of the project is in hand and all the sub-system handovers are starting to take shape.
“You know you and your team are delivering a high-quality service under extreme pressure and you can be proud, but not complacent.
“At RSN, it is never time to take your foot off the gas; it’s about maintaining the quality and efficiency to the very end.
“I miss the project management days!”
Can you describe a challenging moment that fundamentally changed how you lead RSN today?
“It is never all sunshine in business.
“There have been many challenging points, from cash flow issues to trying to mobilise the correct personnel in the early days.
“At RSN, we accept the hard days.
“If we are learning and improving, we believe our ability and passion will always see us through the tough times.”
Ten years from now, what do you want RSN’s legacy in the UK energy industry to be?
“The industry leaders.
“Nothing else is acceptable to us.”
Want to be part of the next People Powered Profile?
We’re always looking to spotlight the individuals driving progress across engineering, energy, and infrastructure.
If you’re a leader, specialist, or hands-on problem solver with a story worth sharing – get in touch.
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