Chris Good

Chris Good is Managing Partner at Pine Island New Energy Partners, a private equity firm focused on electricity-demand growth, fusion, and electrification supply chains. Pine Island says it invests in differentiated, IP-protected growth-stage products and services across power generation and transmission and distribution, seeking near-term cash flow from current markets with long-term upside from next-generation energy and grid technologies.

Before Pine Island, Good spent nearly two decades at Cinven. The Economist’s Fusion Fest profile says he joined Pine Island in 2023 after serving as Partner and Co-Head of the TMT Sector at Cinven, where he led investments across the US and Europe. Cinven announced his promotion to Partner on 11 January 2017, noting that he joined Cinven in 2006 and had worked on investments including Amadeus, CPA Global, Hotelbeds, Northgate Public Services, Springer, and Visma.

Earlier in his career, Good worked at Homechoice / Video Networks Ltd as Senior Manager, Strategy and Planning, and before that was a consultant at Bain & Company across sectors including business services, retail, and telecommunications. He has a physics background: event biographies cite an MPhys from Oxford University and research work at CERN.

• Pine Island’s stated focus is growth-stage supply-chain companies providing critical products and services across power generation and transmission and distribution.
• The firm looks for differentiated, IP-protected technologies positioned for near-term commercial deployment, with scalable economics, proven leadership, large addressable markets, and cross-sector applications.
• Good’s current thesis centers on the middle layer of the fusion and electrification market: not only reactor developers, but the suppliers that make commercialization possible, including high-temperature superconductors, advanced materials, precision manufacturing, lasers, robotics, magnets, and grid technologies.
• In Pine Island’s Type One Energy announcement, Good said the strategy focuses on “growth-stage supply chain companies” producing critical technologies for both fusion and broader electrification markets.
• Good has publicly argued that fusion’s bottleneck is increasingly industrial rather than just scientific: specialized components, manufacturing capacity, and supply chains need to scale fast enough for commercialization.
• He has also emphasized patient growth capital for fusion supply chains, writing that the gap is in “scaling manufacturing, building supply chains, and financing pilot plants.”