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Kirsty McGregor

Reporter · US

Indexed articles, last 90 days
3
Latest publication
Sep 25, 2026
Outlet visibility, for fortune.com
Top 10K sites
Earliest in this view
Sep 9, 2026

Latest articles

  1. Article · Sep 25, 2026 · Kirsty McGregor

    Russia’s invasion of Ukraine changed the European energy equation—now efficiency is just as important as sustainability | Fortune (opens the original)

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    For years, Europe could afford to treat the energy transition primarily as a question of sustainability. A cheap and relatively secure gas supply meant the economics and security of energy could largely be taken for granted. Russia’s invasion of Ukraine changed that equation. “Before the Russia-Ukraine war, the security of gas coming in and the cost of using it was so low; the risk was just not there,” says Anant Maheshwari, president of strategy and global regions at the $66 billion market cap

  2. Article · Sep 17, 2026 · Kirsty McGregor

    Europe’s CEOs are ready to turn its energy challenge into a competitive edge | Fortune (opens the original)

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    Good morning. Kirsty McGregor, Editorial Director for Europe, writing from London this morning. How can Europe unlock its next phase of growth? That was the question running through nearly all the conversations at the Fortune CEO Forum in London yesterday, where we brought together execs from companies including Mastercard, Ferrari, BlackRock, Shell, EDF, Google, OpenAI, Honeywell, Anthropic, and Microsoft to explore the forces reshaping Europe’s economy. Our venue was the historic Barber-Surgeo

  3. Article · Sep 9, 2026 · Kirsty McGregor

    Steve Jobs didn’t trust focus groups to inform product design. These AI entrepreneurs believe they solved the problem | Fortune (opens the original)

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    In a 1998 interview, Steve Jobs was asked whether Apple had done consumer research when developing the iMac. At the time, Apple was trying to revive its fortunes after years of decline, and the iMac—with its radically different, translucent shell—was a bold gamble for a company fighting to regain its footing. The question was straightforward: How much of the product had been shaped by what consumers said they wanted? Jobs’ answer was more nuanced. Apple had plenty of research on its existing cus

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