When Jacki Hooper talks about her role, she does not start with power stations or portfolios. She talks about clarity.
“My favourite part of my role is being able to provide clarity and direction in an environment where the technical, commercial and operational worlds intersect,” she says. “I love taking complex, sometimes messy information and distilling it into the insights that matter.”
Jacki is Head of Thermal Generation Projects at Synergy, Western Australia’s largest integrated electricity generator and retailer. Her role sits at the centre of building a reliable and responsible energy system – one that people across the South West Interconnected System depend on every day. But her career did not begin in engineering or energy. It began in administration.
Building from the ground up
Jacki’s early career spanned government, defence procurement in the UK, and major projects in mining. Starting in project administration and procurement roles, she learned the mechanics of large-scale operations from the inside out.
“Leading project controls teams, managing capital planning, and keeping complex portfolios on track taught me how to stay calm in complexity,” she explains. “It shaped a practical, people-focused leadership style grounded in clarity and collaboration.”
That foundation became her edge. While others specialised narrowly, Jacki developed the ability to connect moving parts, align competing priorities, and guide people through uncertainty.
When she joined Synergy more than a decade ago, the energy sector was on the cusp of complex transformation. For Jacki, it was a chance to contribute to something that touches everyday life – supporting households, enabling businesses and strengthening communities.
“Being able to apply my experience in a sector that has real public impact felt incredibly meaningful,” she says. “It was a chance to shape change that genuinely matters to the community.”
Growing with trust
Jacki’s progression at Synergy has been steady and significant. She moved from project controls into a Project Controls Manager role, reshaping portfolio governance and lifting capability across the team. Over time, her focus shifted from managing the mechanics of projects to influencing how decisions were made at the highest level.
“Stepping into the Head of Thermal Projects role was a natural progression,” she says. “My role is about bringing clarity and alignment to complex decisions with high community impact, while supporting the teams responsible for delivering them.
She credits Synergy’s culture of trust for making that growth possible.
“I’ve been given meaningful development opportunities at every step. That trust allowed me to stretch into broader leadership responsibilities. Synergy invests in its leaders not just through formal programmes, but by backing people as they take on bigger challenges.”
Leadership development, coaching, women’s leadership initiatives and hands on experience across major capital and demolition projects all played a part. Just as important was the message the organisation sent about who belongs in leadership.
“A pivotal moment for me was when Synergy appointed a woman, who did not have a technical background, as Executive General Manager of Thermal Generation,” Jacki says. “It showed that women are genuinely valued here and trusted to lead beyond traditional technical pathways. It sent a powerful message that there is real opportunity for growth.”
Did you know 71% of Synergy’s governing body is women?
Check out their profile to learn how they are supporting women in leadership
Redefining success in a technical industry
Energy remains a male dominated industry, particularly in thermal generation. Yet under Jacki’s leadership, her team reached gender balance in both numbers and roles this past year, a milestone she describes as a long-held goal.
“Across my whole career, the achievement I’m most proud of is developing people,” she says. “If your team isn’t growing and moving on to bigger things, then as a leader you’re not doing your job.”
For Jacki, success is measured in the leaders who emerge after her. She is deliberate about creating environments where people feel safe, trusted and supported.
“When people feel respected and encouraged, they do their best work. That’s why I champion diversity and gender equity. It’s not just about representation on paper. It shapes culture and opens doors.”
Synergy’s commitment to reflecting the diversity of the community strengthens that mission. Recognised by the Diversity Council of Australia and endorsed by WORK180 as an employer for all women, the organisation is working to ensure all genders are equitably represented, valued and rewarded.
For women considering a career in energy, Jacki offers proof that progression is possible, even without a traditional technical starting point.
Her own journey from administration to heading a critical generation portfolio challenges narrow definitions of leadership. It shows that strategic thinking, commercial insight and people leadership are just as vital as technical expertise.
Powering more than projects
Outside work, Jacki protects what restores her. Time with her grandchildren is non-negotiable. Pottery keeps her grounded. Volunteering at her local art centre and serving on its board keeps her connected to community life beyond the energy sector.
“Synergy’s flexibility makes it easier to maintain that balance,” she says. “I’m deliberate about role modelling for my team. I want them to protect the things that matter in their lives.”
Looking ahead, Jacki is focused on legacy.
“Maintaining safe, reliable thermal generation while new energy sources scale requires both technical rigour and strong people leadership.. Ultimately, I want my legacy to be strong stewardship of our assets and a generation of leaders who felt seen and developed because I believed in them.”
For women seeking inclusive, supportive workplaces where development is supported and leadership is not confined to one mould, her story speaks clearly.
