Experience

Interface Energy is led by Tim Bibby, P.L.(Eng.), BComm, an energy executive with more than two decades of experience across conventional energy, emerging systems, infrastructure-scale project development, and policy-exposed environments.

Interface Energy’s work is grounded in more than two decades of experience across the energy sector, spanning conventional oil and gas, emerging energy systems, infrastructure-scale project development, and policy-exposed environments. This experience has been built through operating roles, advisory work, and sustained engagement across the full lifecycle of energy assets.

A formative period of this experience came during industry downturns, where I worked closely with lenders, legal counsel, advisors, and investors through periods of financial stress, restructuring, and divestiture. That exposure shaped how I assess risk, incentives, capital structures, and second-order effects in capital-intensive environments.

Today, my work centers on long-life, infrastructure-scale energy projects, including geothermal development in British Columbia. This involves navigating regulatory and policy frameworks, capital formation challenges, and multi-stakeholder environments over extended timelines — where outcomes depend less on speed and more on alignment, sequencing, and decision durability.

Across these environments, recurring patterns have emerged, including:

Technically sound projects stalling due to misaligned incentives
Capital structures failing to remain viable as policy or market conditions shift
Stakeholder engagement occurring out of sequence, eroding trust or momentum
Early decisions narrowing future options in ways that are difficult to unwind
Well-intentioned actions producing second-order consequences that only become visible over time

Core Capabilities

Interface Energy’s work draws on a set of core capabilities developed through repeated exposure to complex, capital-intensive, and policy-exposed environments:

Multi-timeline analysis, recognizing that technical, financial, regulatory, and social systems evolve at different speeds
Backward accounting, understanding how past decisions, incentives, and constraints produced current conditions
Business-model assessment, identifying where models are resilient, fragile, or misaligned with reality
Stakeholder mapping and navigation across executives, boards, investors, governments, Indigenous partners, and advisors
Identification of gaps and optionality, where missing elements or misalignment prevent progress
Second-order thinking, assessing how decisions ripple beyond their immediate intent

Throughout my career, I have worked closely with First Nations and Indigenous communities, where progress depends on trust, consistency, and an understanding of governance, history, and local priorities built over time.

Tim holds a Bachelor of Commerce (Honours), a Diploma in Petroleum Engineering Technology, and has completed executive and technical programs at institutions including Stanford University.