Kjirstin Breure is the Board Chair, President, and CEO of HydroGraph Clean Power Inc., a nanotechnology company producing ultra-pure pristine graphene and advanced carbon materials. She holds an MSc in Materials Science and Engineering from Arizona State University and has more than a decade of experience in emerging technologies, including machine learning, data analytics, and blockchain. Breure joined HydroGraph in 2020 as its first employee and Chief Operating Officer, where she helped define the company’s strategy and scale its production from lab development to commercial readiness. She is recognized for her disciplined, long-term approach to commercializing advanced materials responsibly.
Q: How would you describe your journey into materials science and what ultimately led you to the role you’re in today at HydroGraph?
KJIRSTIN BREURE: During my graduate studies, I learned to ask a simple question: How do ideas become things that actually work in the real world? Materials science gave me a way to explore that question because materials sit beneath almost everything we rely on. I became fascinated by how atomic-scale structure translates into real-world performance, and how small changes can have outsized consequences. I spent more than a decade working with early-stage technology companies, helping them move from concept to execution. That combination of science and operational focus eventually brought me to HydroGraph, where I joined in 2020 and now serve as President and CEO.
Q: Many leaders talk about the challenge of moving from research to commercialization. What makes that transition particularly difficult in advanced materials?
KJIRSTIN BREURE: The hardest part is consistency. A material might perform beautifully in a controlled lab setting, but commercialization demands that it behave the same way every time, at scale, and across multiple applications. That requires strong process control, quality systems, and deep collaboration between scientists and engineers. It also requires a certain level of restraint. If you move too quickly, you can undermine credibility, which is very hard to regain in materials markets. Our approach has been to prioritize repeatability and trust over speed.
Q: HydroGraph recently expanded its collaboration with the Graphene Engineering Innovation Centre (GEIC). How does this partnership support your long-term strategy?
KJIRSTIN BREURE: The GEIC partnership has been essential in bridging research and real-world application. Advancing to Tier 1 membership reflects the progress we’ve made together and gives us deeper access to facilities, expertise, and validation capabilities. It allows us to move projects from early testing into industrial trials more efficiently. Just as importantly, it strengthens collaboration with global partners and creates a pathway between research hubs and manufacturing scale.
Q: As CEO, how do you balance deep technical work with the broader responsibilities of leading a growing company?
KJIRSTIN BREURE: I’ve tried to instill a culture of clarity and trust. Our technical teams lead the science, while my role is to ensure alignment between strategy, operations, culture, and long-term goals. I focus on creating systems that support good decision-making and open communication. When people understand why decisions are being made, they’re better equipped to execute effectively and thoughtfully. That’s especially important in deep technology, where you can’t avoid complexity.
Q: Looking ahead, where do you see the biggest opportunities for graphene and advanced materials?
KJIRSTIN BREURE: Graphene will increasingly be embedded into products people already use, helping to create stronger composites, better energy storage, and more durable coatings. The real opportunity lies in materials that deliver both performance and sustainability. At HydroGraph, we’re focused on scalable production and applications that solve practical problems while reducing environmental impact. That’s where lasting value will be created.
Q: What advice would you offer to CEOs leading deep-technology or science-driven organizations?
KJIRSTIN BREURE: Be patient with progress and disciplined with decisions. Deep technology doesn’t fit neatly into short timelines, so it’s important to set expectations accordingly. Build teams that value learning and documentation, and don’t underestimate the importance of partnerships, especially with research institutions. Build in a system of checks and balances to make sure clarity is ubiquitous throughout the organization. When teams understand the reasoning behind decisions, they can handle uncertainty with far more confidence.
