As CEO of an early-stage waste-to-energy plant, I am responsible for strategic planning, project management, stakeholder engagement, operational oversight, and leadership. The role involves tackling complex challenges in the circular economy across the entire value chain.

Formed and led a new team, driving successful strategy development and strategic project management. Directed key projects across various sectors, including one of Germany’s most significant recent M&A transactions in the energy industry.Key responsibilities included:- Team Formation & Leadership: Built and guided a new team, ensuring successful delivery of strategic goals.- Strategic Advisory & Project Management: Led cross-functional projects, aligning them with company objectives and vision.- Stakeholder & Public Partner Management: Managed relationships with stakeholders and public partners, securing favorable outcomes through strong collaboration.- KPI Analysis & Business Development: Translated critical KPIs into actionable insights, driving company growth.- M&A Leadership: Led the company’s largest energy sector M&A transaction, negotiating a committed price and ensuring optimal value creation.- Litigation & Merger Preparation: Managed litigation to secure favorable conditions for a strategic merger, effectively protecting company interests.

Managing the portfolio of subsidiaries and affiliated companies to ensure the highest level of value extraction. This involved strategic oversight and active management of the portfolio to maximize returns and align operations with the company’s broader objectives.

Coordination and oversight of all project development processes and activities in Eastern Germany, with a focus on Saxony, ensuring alignment with the strategic objectives of the parent company. This included managing relationships with internal and external stakeholders, such as municipal partners, while safeguarding the company’s interests in all decision-making processes.

As Commercial Director, I managed the strategic and operational aspects of all commercial processes related to the construction and commissioning of a power plant in Hanover, developed in cooperation with a regional utility company. The project focused on a circular economy approach, protecting groundwater by incinerating sewage sludge and enabling phosphorus recycling from mono-ashes. My key responsibilities included leading financing negotiations with banks, managing supplier contracts, and coordinating with potential municipal partners.

As a Senior Business Development Manager, I led high-stakes infrastructure projects with a focus on energy, utilities, regulatory media, drinking water, and wastewater sectors. These projects, characterized by significant investment volumes, required meticulous planning, execution, and risk management to ensure alignment with both regulatory standards and strategic objectives. Key responsibilities: - Business Planning and Management: Detailed planning and management of high-investment infrastructure projects in the energy, water, wastewater, and regulatory media sectors. Ensuring compliance with timelines, budget constraints, and quality standards.- Post-Merger Integration (PMI): Leading and coordinating the integration process following mergers or acquisitions.- Ensuring a smooth integration of processes, systems, and cultures.- Conducting risk assessments and implementing measures to mitigate risks during the integration.- Portfolio Optimization: Analyzing and optimizing the existing portfolio with a value-oriented approach. Identifying and realizing synergies to maximize company value. Supporting the strategic realignment of the portfolio in collaboration with senior leadership.

Numerous projects were coordinated with a focus on district heating and drinking water. This role was also part of the talent development program for future leaders at VEOLIA. Leadership of a project concerning the allocation of water licensing rights in London/UK as part of an international executive exchange program.

Support for projects in the area of funding, including the development of a funding product for urban water management, with a specific focus on funding programs from development banks at the interface with market banks. This includes analyzing funding needs and recommending suitable programs.