Today, we meet Jean Paquin, Lead Consultant, Energy Transition within CIMA+’s Strategic Consulting and Advisory Services – Sustainability and Decarbonization team. With a background that combines engineering expertise, business acumen and a deep understanding of organizational transformation, Jean supports clients to navigate the complexities of the energy transition with clarity and confidence.
Working across sectors, he supports organizations in turning ambitious sustainability goals into tangible, measurable action plans. He helps identify opportunities that reduce emissions, improve energy performance, strengthen infrastructure resilience and align investments with operational and financial priorities.
Whether advising on energy efficiency, electrification, the integration of renewable energy or long-term decarbonization strategies, Jean proposes solutions that are both technically sound and economically viable, for a more sustainable future.
Why did you choose consulting engineering?
I chose consulting engineering because it sits at the intersection of analysis, action and tangible impact. What motivates me is the opportunity to work on complex challenges with clients and multidisciplinary teams and then turn a strategic intention into a practical solution. Every project has its own context, constraints and value potential. You have to listen, understand, prioritize and deliver. It is a demanding environment, but also a very stimulating one, because you can quickly see how your expertise can improve an organization’s performance and contribute to more sustainable infrastructure.
What led you to specialize in energy transition, and what continues to inspire you in this field today?
Energy transition became a natural focus for me because it connects organizational performance, infrastructure resilience and climate responsibility. I have always been drawn to projects where technical expertise supports a clear business vision, and where decisions must account for cost, operations, risk and long-term value. What continues to inspire me is the move from ambition to execution: helping clients determine where to start, which measures to prioritize, how to finance initiatives and how to measure results. Transitioning to cleaner energy alternatives is not just technological; it requires organizational transformation. That is what makes it both challenging and meaningful.
What value guides you most in your professional life, and how is it reflected in your day-to-day work?
The value that guides me most is simplicity. In an increasingly complex world, I believe we need to keep things simple to allow the right solutions to emerge. That means taking a step back, looking at the big picture and understanding the full scope of an issue before jumping into action.
In my day-to-day work, I try to apply this principle by focusing on what is essential: clarifying objectives, separating real issues from background noise and proposing approaches that are concrete, understandable and actionable. Energy transition challenges can quickly become technical, financial or organizational. But when we start simple—with a clear vision and well-targeted initial actions—we create buy-in. From there on, the pieces begin to fall into place naturally.
With experience, you learn to recognize what truly matters, simplify without oversimplifying and build robust solutions that remain aligned with the client’s reality.
The energy transition now affects virtually every sector. What issues do your clients most often seek to address?
Clients are most often looking to reduce energy consumption, greenhouse gas emissions and exposure to energy costs, while maintaining operational reliability and production targets. Many are also dealing with aging infrastructure, electrical capacity constraints, more ambitious ESG objectives or evolving regulatory requirements.
The issues often come down to the same question: how do we invest in the right place at the right time with an acceptable level of risk?
We help clients clarify priorities, compare options— energy efficiency, electrification, renewable energy, storage, heat recovery or demand management—and build roadmaps that connect environmental performance with financial performance.
In your view, what are the main obstacles organizations face when they begin an energy transition journey?
The first obstacle is often the absence of an integrated vision. Organizations may have partial data, isolated projects or ambitious objectives, but not always a roadmap that allows them to move into structured action.
The second challenge is financial: the value of investments must be demonstrated, measures must be prioritized, and impacts on operating and capital budgets must be integrated.
Capacity is another key issue, whether it involves the power grid, internal resources or technological maturity.
Finally, change management is critical. A successful transition requires buy-in from teams, clear governance and performance indicators that allow progress to be tracked.
Looking ahead at the future of the energy transition in Canada, which trends or innovations seem most promising to you?
I believe the most promising approaches will combine several levers rather than focus on finding a single solution. Energy efficiency remains the primary source of value because it reduces pressure on infrastructure and quickly improves performance. Electrification, renewable energy, storage, smart grids and energy management systems will also create new opportunities, especially when they are integrated early in the planning process. I also see strong potential in pilot projects that allow organizations to test, measure and adjust before scaling up.
In Canada, the energy transition will need to be pragmatic, adapted to regional contexts and supported by close collaboration among clients, utilities, governments and technical partners.