Oberbonsfeld, North Rhine-Westphalia, Germany
Experienced in supporting companies facing disruptive change and structuring complex environments. Skilled in IT strategy, continuous improvement, organizational design, program management and building high performing teams. My current role is CTO Renewables & Optimization at Centrica energy. Previously I was responsible for strategy and operations of Centrica energy trading. In the past I held senior executive positions at RWE AG, a € 28 B. company. As director of group IT infrastructure, I was responsible for Cloud, Datacenter, Networks, Service Management, EUC, Cyber security and Provider management. Additionally, I took on several CIO tasks, including strategy & architecture; transformation & restructuring; mergers & acquisitions and budgeting. As part of my role I have led large-scale IT & change programs. At RWE Supply & Trading, I was responsible for IT transformations. Projects include merger & acquisition, standardization & consolidation, and greenfield trading & ETRM implementations (ENDUR). Previously executive positions were held at Shell, Vattenfall & Accenture. My key skills can be described as rational, delivery focused, entrepreneurial, and collaborative. I have had the opportunity to build high performing & motivated teams, and I am used to working with demanding stakeholders.
- Renewables & optimization - Strategy & operations
Accountable for operating the global RWE Group IT Infrastructure. This includes the departments of cloud & data center, network, workplace technology, end user services, service management, provider & license management and cyber security. Responsible for a "triple digit" budget (€ M.) and teams. Have run programs >€ 100M..
After the break-up of RWE in INNOGY (Retail, Renewables & Grid) and RWE AG (Generation & Trading), an independent IT strategy was required for the remaining RWE Group. The project defined the global IT strategy & operating model, including the transition path, based on a requirements & gap analysis. Scope included IT infrastructure, IT applications, sourcing strategy (offshore/inhouse), and organisational structures.
A carve-out of the German retail activities of NUON Germany was required, to comply with the requirements imposed by the EU as prerequisite to the merger of Vattenfall & NUON. As member of the merger & acquisition team I was part of the sales process and responsible for the IT Carve out of NUON DEUTSCHLAND with the aim to enable full IT independency.
To enhance competition the European Union required a split of the company into supply (NUON ENERGY NV (retail and production)), and network (ALLIANDER NV (infrastructure)). The project scope include carve-out of all aspects of the complete IT landscape ranging from infrastructure, interfaces, licenses, applications to (out-) sourcing. My role was the teamlead of the PMO and responsible for the tracking and tracing of the 69 projects.
Aim of the project was redesign of the processes from “order to delivery”; Set-up of a customer service centre; Centralized planning; And introduction of mobile applications for engineers. The new structure was supported by implementation of SAP (modules CS, PS, PM, MM, (MRS)) and IRIS (Geographic Info System). My responsibility was to manage the transition of one of the 4 departments (DELTA Lighting).
The goal of the project was to implement a common “Fuel Cards business model” and technical architecture across all European operating units. My responsibility was to achieve a successful implementation in Germany and Austria for the financial processes.