27.03.2026
Within the framework of the Energy Club training course “Communications and Interaction in Energy: Strategies for PR, Marketing, GR, and Lobbying in Ukraine” (2.0), which brings together leading industry practitioners, participants gain systemic knowledge and applied tools for effective work amidst the transformation of the energy sector. The course aims to strengthen the communication capabilities of companies, build stakeholder trust, and support the sustainable development of the industry in the context of European integration, infrastructure recovery, and high reputational risks.
One of the course speakers is Katerina Braga — marketing expert and founder of the marketing agency for energy companies MADE (Kyiv-Vienna). Katerina has over 15 years of experience in energy PR and marketing, specifically at DTEK and Ukrtransgaz. During the course, she covered B2B communications and the leader’s personal brand as a strategic tool for business development.
In an interview with the Energy Club media department, Katerina Braga shared her practical vision of how communications work in the B2B energy segment: from the complex, multi-level logic of decision-making and the role of personalized approaches to the importance of trust, reputation, and expertise. She also emphasized the role of a leader’s personal brand as a factor that directly influences negotiations, partnerships, and sales, and explained how LinkedIn can become an effective tool for business development and entering European markets.
— Ms. Katerina, B2B communications often seem more complex than working with the end consumer. What are the main differences, and how can energy companies effectively interact with corporate clients?
— The main difference is the logic of decision-making.
In B2C, a purchase is often made by one person, and it can be impulsive — they saw an ad and decided to try it. In B2B, decisions are made by an average of seven people, and preparing for and closing a deal takes months. The Technical Director, CFO, Legal Counsel, Procurement, CEO… Everyone has their own questions, approaches, and risks. The technical lead wants to know if the equipment will hold up. The financial lead wants to know when it will pay off. The CEO wants to know if the contractor will fail on a project they have to report to the supervisory board…
In B2B, there are other motives for decision-making – these are more rational arguments, such as: a reliable market reputation, the impact on the customer’s business processes, and the return on investment. The budgets are higher here, but the cost of a mistake is also exponentially higher.
It is also important to understand that B2B communication is more personalized. A hypothetical chocolate manufacturer does not know their buyer personally. B2B companies increasingly apply Account-based marketing (ABM) principles, where communication is highly targeted at specific people and companies. Accordingly, the tools for such communications will differ significantly.
— Today, there are many tools and approaches in the market for attracting corporate clients. Which of them do you consider most effective for energy companies in Ukraine and Europe?
— I would start with a question: how do the people you want to communicate with usually get their information? For example, your potential or current clients.
For most B2B energy companies, these are industry conferences, LinkedIn, specialized media, and, let’s not forget, direct contact. Live meetings in B2B still work better than any algorithm.
Also, the tools and messages depend on what stage the client is at. If they have just started looking for a solution, they need analytics, an article, or a presentation at a conference. If they are already choosing between two contractors, they carefully study the potential contractors’ websites, look at case studies, numbers, and recommendations. If they are already a client, service and regular contact via email and meetings play a role.
The same company must speak differently at different stages. And differently with the client’s CEO, CFO, and Technical Director. This is what B2B communications are.
Regarding the DACH market (Germany, Austria, Switzerland), stability and reputation are especially important there. Fewer loud statements. More case studies, certifications, and participation in industry associations. They trust those who have been known in the community for a long time.
And a definitive recommendation for Ukrainian companies entering the EU market is an active LinkedIn page for the leader. It is reviewed in over 80% of cases when deciding on a partnership.
— A leader’s personal brand is becoming an important element of the communication strategy. How does it affect sales and reputation? And what are the most common mistakes made?
— The leader themselves might not realize it, but they are already a brand by default. And this brand either works for the company or it doesn’t.
The foundation of a personal brand is recognition, upon which trust is subsequently built. If a leader is a great expert, but only subordinates and a couple of clients know about it, their personal brand is weak. Consequently, such a leader deprives their company of additional opportunities.
For example, in negotiations, a strong personal brand is a powerful argument. If a partner saw you at a conference, read your column or LinkedIn post, and knows your position and responsible approach before the meeting, the chances of a successful deal are higher before you even enter the room.
As for mistakes, the main one is building a personal brand without a foundation. First, you need to clearly formulate “what” the leader’s personal brand is about, what position they stand for, and what topics they are ready to discuss.
The second mistake is focusing communications exclusively on your own company. “I spoke at a conference” is fine, but not interesting; such a post will get likes thanks to good photos. But a post like “What I saw with clients over the last quarter, and how we adjusted our processes,” will be read to the end.
And one more thing, not even a mistake but rather a misunderstanding, is the expectation of quick results. Personal brands are built over years. Not from a single social media post.
— LinkedIn is often called a key tool for personal brand development today. What practical advice would you give to energy company executives so their profile works for the business without taking up too much time?
— If I could give only one piece of advice, it would be: develop the leader’s page, not just the company’s. Even in B2B, the leader’s personality matters significantly more than corporate news. Moreover, LinkedIn’s algorithms are set up to show personal profiles much more often than corporate ones.
Another mistake is running LinkedIn like a personal diary. Not “Experienced energy expert, 20 years of experience,” but “We build Ukrainian energy equipment for the EU market. 47 solar stations in Poland and Romania” — and a partner from the EU immediately understands who they are dealing with and whether it’s worth reading further.
Now about content. Two publications a week are quite enough. If you have more to say — great. But please, not just reposting “company news.” There are five topics that truly build a leader’s authority: interpretation of what is happening in the industry; the principles by which they make decisions; what they hear from the market and clients; people and the team; and a personal story.
Engagement is more important than publishing if you want not just to report, but to create business opportunities. I often compare LinkedIn to a large conference. If you just gave a speech and then quickly left, you lost dozens of opportunities. A meaningful comment under a post by your client or partner, or a short private message, attracts attention better than any advertisement.
I will also add that, in reality, far from all leaders manage their LinkedIn themselves. Good communications are systemic work aimed at business development. It takes a lot of time and requires knowledge and skills. And it can be delegated. The main thing is to preserve the leader’s thoughts and voice.
— Communications are not just about business. How can strategic communication and a strong personal brand of a leader contribute not only to company results but also to the sustainable development of the energy sector in Ukraine?
— A very pertinent question. Energy is an industry where trust costs more than any advertising. Especially now, when the sector in Ukraine is going through a difficult test.
When a leader speaks publicly and communicates with foreign partners, they shape the image of the Ukrainian energy sector and our state as a whole. If a CEO talks about how the company is restoring infrastructure during shelling, how it is building new generation, or how it is entering the EU market, this is a signal for investors, partners, and regulators.
Strong voices in the industry are lobbying through trust. This is soft diplomacy that works for the benefit of all of Ukraine. Every leader who speaks publicly and with a clear position contributes to how the entire sector is perceived.
Therefore, strong communications form strong leaders. And strong leaders shape the industry. At a time when the Ukrainian energy sector is undergoing a profound transformation, it is the voices of expert, consistent, and open leaders that will determine the level of trust, the volume of partnerships, and the speed of integration into the European space.
This is exactly what Katerina Braga emphasizes: systemic B2B communications and a consciously built personal brand of a leader are already becoming not just tools, but real drivers of business results and international trust. And those who know how to speak meaningfully, consistently, and professionally are essentially shaping not only their company’s positions but also the future of the entire Ukrainian energy sector.
