The CONSULTANT will support the CUSTOMER in the following areas:• Strategic and operational management ofproject management in the area of ​​heat and energy• Personnel and content management of the heat and energy area• Ensuring compliance with customer orders/projects and the associated performance obligations• Independent management of day-to-day business, including the further development,planning and motivation of employees• Provider of ideas and sparring partner with direct reporting to the management

Situation: • The energy transition and the climate neutrality requirements bring with them major changes that lead to various strategic initiatives that must be implemented alongside operational business. • The interim managing director represents the position holder during her parental leave.Task/Implementation:• Management of the GmbH with two additional managing directors• Operational management of the technical area, e.g. maintenance, repairs, investments in the electricity, gas and water networks• Definition, implementation, and control of various strategic initiatives such as o Climate neutrality master plan o Target Network Planning o Vision power grid 2045 o Control system/load management of the future o Work Force Management 2.0• Strategy implementation using the OKR method (Objectives Key Results) and SCRUM• Organizational further development of the department, including massive job creation• Participation in the development of the badenova leadership framework for classic and agile organizational formsResults:• Implementation of all pending management issues • Smooth operational operations including resolution of escalation issues • Implementation of all defined strategy projects • Consistent application and evaluation of the OKR method• Introduction of the shared leadership model in the water asset management team • Coaching of several department heads • Recruitment of new employees in the mid-double-digit range• Creation and release of the "masterpiece" of the badenova leadership framework

Situation: - The small-size company was taken over by mid-size group in 2016 with the aim of expanding its products with telecommunications technology. This goal has not yet been implemented. Instead, the company has been making heavy losses for 5 years and has failed to bring new products to the market.Task:- Management of the company during the transition phase from the previous managing director to a successor solution- Implementation of the 2022 annual financial statements and implementation of budget and business planning- Management and control of sales, support for strategic customers and expansion of the customer base- Development of a strategy for the future of the business and its implementationImplementation: - Operational management including key account management- Analysis of the current situation regarding income statement, balance sheet, sales, product calculation, R&D results, market and competitor situation- Creation of various strategic options for the Metrawatt Int. Management incl. proposal of the most promising option- Implementation of the strategy as decidedResults:- Impairment analysis including necessary depreciation- Relocation of production- Sale of parts of the company as an asset deal- Integration of the GmbH into the sister company- IT and CRM transition- Separation of employees- Site closure

Situation: - Due to the strong growth (growth from 20 million euros in sales in 2019 to about 80 million euros in 2022), the projects could no longer be completed on time and in acceptable quality.Task:- Improve processes within the technology organization (R&D, engineering, production, and materials management) with a focus on automation (Rockwell/Siemens)Implementation: - Introduction of team structures and selection of suitable team leaders- Daily intercompany shop floor meeting conducted- Jour Fix with groups and team leaders- Interface meetings, introduced for better coordination between the departments- Introduced War Room Meetings to identify optimization potential for the project with delay. - Improvement of resource planning, e.g., started by using a project management tool and central scheduling coordinationResults:- The course was set for improved project execution, internal candidate was found to permanently fill the Head of Technology position and prepared for this position. - Concept was developed to involve the top management level more closely in the management of the company.

- Managing Director of the William Prym Holding GmbH with app. 3200 employees, 380 Mio. Euro sales at 30 locations.- Operational and strategic management of the company Inovan (150 million euros turnover, 700 employees) in line with the agreed key peformance indicators;Realignment of the company, in particular:- Analysis and adjustment of the existing strategy and consistent implementation of the actions.- Adapting the portfolio to the requirements of global markets.- Full start-up of the location in Zliv/Czech Republic.

Managing Director of Schuler Pressen GmbH (app. 660 Mio. Euro in sales, 2850 employees); Head of Division Hydraulic (150 Mio. Euro sales, locations: Brazil, USA, Germany, China);Sales, engineering, and execution of small press projects up to large system projects of 35 Mio. Euro in size for OEM (Automotive) and Non-OEM (e.g., Railway, Wastewater, Installation) business;Site Manager of location Waghaeusel, Germany;Board Member of VDMA Working Group Hybrid Lightweight Technologies

Chief Sales and Service Officer (CSO)Company President of Viessmann Industrial Service GmbHProfit & Loss responsibility for the sales, engineering, and service units of the Division Industrial Systems (160 Mio Euro sales, 270 employees)

Interim Management; Project at Samson AG- Global Sourcing; start up of a global network for sourcing & purchasing as well as production for 16 manufacturing sites. - Concept development for Supply Chain 4.0.Lecturer for Automation Systems at University of Applied Sciences Offenburg

President of ABB Automation GmbHVice President of ABB Automation Products GmbHDivision Manager Process Automation - P&L responsibility for ABB’s Process Automation business in Central Europe (1.8 B$ revenues, 4,000 employees) Served as Supervisory Board member of:− ABB Stotz-Kontakt GmbH− ZVEI (German Electrical & Electronics Manufacturers Association)− Fieldbus organizations (FDI Cooperation LLC, FDT Group)− Industry 4.0 (Platform, ZVEI Steering Committee)

Global responsibility for ABB’s Control System business with 630 M$ sales and 1,800 employees Global technology responsibility for ABB’s control systems, managing an R&D budget of 130 M$ and leading 700 employees

Strategic development of the global service business of the Power Generation Business Unit (sales of 250 M$ in 30 countries, 765 employees) with a global installed base of > 4,000 power plantsManagerial responsibility for the international R&D organization, as well as product managementfor power plant automation

Responsible for growing GE Harris Harmon’s products & systems business in Europe, Middle East and Africa

Led internal & external sales worldwide of train control systemsCoordinated global R&D and product management

Managed international research projectsDeveloped and implemented adaptive control systems in power plants