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Tim Nelson on Muck Rack

Tim Nelson

Sydney
As seen in: Forbes, MSN, Color Research & Application, Nature, Wiley Online Library, People, The Conversation, The Strategist, Phys.org, The Hill and
Husband/dad/catholic. EGM IBR Aus, Ass Prof. Griffith Uni. Penrith Panthers, Thunder, Waratah supporter. Views mine, not my employers! Retweet not endorsement.
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Articles

7 Transferable Skills That Can Make You A More Effective Leader

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By Tim Nelson
| Forbes Verified
Tim Nelson is the manager of Creative Logic LLC. Throughout my career, I’ve worked across industries, solving complex technical problems, coaching teams and leading programs. But some of the most valuable lessons I’ve learned haven’t come from my successes alone. They’ve come from examining the times I wasn’t successful and understanding what made the difference. When I looked back at those experiences, I identified seven transferable skills that had contributed to my success.
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Electricity Retailer Hedging Using Fungible Financial Renewable Energy Contracts

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By Philip Hirschhorn, Tim Nelson, Jonty Flottmann
| Wiley Online Library Verified
1 Introduction As liberalised electricity markets transition from traditional thermal generation to variable renewable energy (VRE) and storage, electricity market designers face (amongst others) two concurrent challenges; (1) the ability to replace the financial contracts currently sold by thermal generators and used by retailers to better reflect a physical system of firmed VRE, and (2) the capacity of large retail customers to hedge their electricity price risk as VRE increases.
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Aligning climate policy with energy justice through remedial stakeholder theory

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By Tracey Dodd, Tim Nelson, Harry Van Buren III
| Nature Verified
Abstract We contribute to this special issue by exploring climate policy and energy justice through the lens of remedial stakeholder theory. While stakeholder theory traditionally focuses on present and forward-looking relationships, we argue that climate change and the energy transition provide a compelling case to examine the nexus of past, present, and future organisational action.
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