As part of our Pivotal Career Moments series, we speak with industry leaders about the defining moments that have shaped their careers. In this edition, Ollie Smith interviews Ian Temperton, CEO of Plastic Energy, a company at the forefront of chemical recycling. Ian shares insights into his journey, from financing renewable energy projects to leading a company that tackles plastic waste with innovative solutions.
Ollie: Let’s start at the beginning. Could you tell us about Plastic Energy and the technology behind it?
Ian: We are a chemical recycling company focusing on post-consumer end-of-life plastics—the type of plastic that would typically end up in landfill or incineration. Our process, pyrolysis, heats these plastics to create an oil that can be used as a replacement for fossil-based feedstock in plastic production. What sets our technology apart is that it enables plastic to be recycled into high-quality applications, including food packaging, making the process truly circular.
Ollie: How does your technology compare to other recycling methods?
Ian: Many forms of plastic recycling downgrade the material. For example, some processes turn food packaging into park benches—useful but not truly circular. Our method enables us to process mixed, post-consumer plastic waste and convert it into oil, called TACOIL™, that can be reintroduced into the conventional plastic production process. The resulting plastic is indistinguishable from virgin plastic, making it suitable for high-quality applications.
Ollie: Are there other companies working in this space, or is Plastic Energy leading the way?
Ian: Pyrolysis itself is not new, but its application to recycling post-consumer plastics is relatively recent. It’s a young but growing industry, with several companies working to refine and scale the technology. Plastic Energy has been operational for nearly a decade, running two plants in Spain since 2016 and 2017. Our focus now is on scaling up, with industrial projects underway in the Netherlands and France.
Ollie: Speaking of scale, what challenges have you faced in growing Plastic Energy?
Ian: Scaling up is one of the biggest challenges, particularly when working in a highly regulated industry like petrochemicals. It requires balancing entrepreneurial drive with the need for rigorous safety and operational procedures. We have recruited experienced professionals from the sector, but as a young company, we don’t have the luxury of decades of institutional knowledge. It’s about learning, adapting, and ensuring we build a sustainable, scalable model.
” It’s about balancing entrepreneurial zeal with the discipline needed to operate safely in a regulated industry.”
Ollie: What role does government regulation play in your industry?
Ian: Government policies are now catching up to market-driven sustainability commitments. For example, the European Commission recently passed new regulations on packaging waste, creating incentives for recycled content in plastic production. Taxes on plastic packaging and landfill help drive the right behaviours, but the challenge is in the implementation—ensuring recycled materials are properly accounted for and recognised in the supply chain.
Ollie: Let’s talk about pivotal moments in your career. What were the key turning points?
Ian: Moving from finance into operational leadership was a major shift. My background is in financing renewable energy and carbon reduction projects. I joined Plastic Energy as Chief Investment Officer, leading a significant fundraising round to finance our expansion. Earlier this year, I transitioned into the CEO role, initially on an interim basis and now permanently.
A pivotal moment for me was realising that leading a company like this is not just about securing funding but about building an organisation that can deliver on its vision at scale. It’s about fostering the right culture, hiring the right people, and making strategic decisions that ensure long-term success.
Ollie: How did you navigate the transition from CIO to CEO?
Ian: The biggest shift is that, as CEO, everything is your responsibility. There’s no problem that isn’t yours to solve. Another challenge is managing time and attention—balancing the needs of investors, regulators, customers, and employees, all while maintaining a clear strategic direction.
One thing I’ve prioritised is maintaining a personal connection with our 200-strong team, despite being spread across multiple countries. I host a monthly call that is open to everyone, ensuring transparency and engagement as we scale up.
Ollie: What lessons have you learned about creating and recognising pivotal career moments?
Ian: Some moments happen unexpectedly, while others require you to take the initiative. Recognising an opportunity—whether it’s a leadership role, a shift in industry, or a strategic pivot—often comes down to timing, experience, and a willingness to step outside your comfort zone.
For those looking to create their own pivotal moments, I’d say: put yourself in situations where you can take on responsibility, be open to new challenges, and don’t be afraid to step up when the opportunity arises. For organisations, fostering an environment that encourages career development is key—whether through mentorship, structured career progression, or simply encouraging people to take calculated risks.
Ollie: So, tell me – what’s next for Plastic Energy?
Ian: In the short term, we are focused on completing our new plants in the Netherlands and France. Beyond that, the challenge lies in scaling up further and continually improving our technology.
Decarbonisation is another key priority. Today, our plants generate heat by burning gas produced from the pyrolysis process. While efficient, we need to eliminate those emissions in the long term. The ultimate goal is to make the plastics industry fully circular and net zero.
This interview is part of our Pivotal Career Moments series, where we explore the challenges, decisions, and transformative moments that shape leaders’ journeys. Stay tuned for more insights from industry trailblazers.
