Equinix in Germany is home to many diverse digital business ecosystems across the banking, content, commerce, manufacturing and automotive industry. We foster the exchange between our customers in our data centers, which we therefore named IBX – International Business Exchange™. We also serve global enterprises that are seeking a presence in Europe’s largest national economy.With currently 13 IBX data centers in 4 metros (Frankfurt, Munich, Hamburg, Duesseldorf) and over 150MW capacity, Equinix Germany provides interconnection services and colocation facilities for nearly 1.000 companies, to connect to business partners and customers – and we’re constantly growing. We also offer connection to many IX, including our very own internet exchange (IX) and the world’s largest internet exchange, DE-CIX Frankfurt, as well as the ECIX, NL-IX , Kleyrex and DataIX Internet exchanges.Customers and partners receive our industry leading service by over 600 employees, that embrace our customer centric culture and the magic of Equinix.

• Reporting to the SVP Corporate Development EMEA• Managing a senior team that leads the cross functional long-term capacity & development planning across all EMEA metros. • Transforming the team's tasks from sole preparation of business cases into asset managers, that partner with the country managing directors in the growth planning for their metros.• Responsible for the governance & approval process of investments and divestitures, and presentation to approval committees at exec board levels in EMEA and globally, and the supervisory board.

• Reporting to the regional CFO• Responsible for all finance tasks, leading the procurement function and involvement in commercial discussions with customers. • Main responsible contact in-country for the long term datacenter development planning and expansion. Key contact for the design & construction teams, and stakeholder management, including authorities.• Leading multiple projects across EMEA and for EMEA in global initiatives.

BITKOM was founded in 1999 and today represents more than 2,200 member companies - including around 1,000 high-performance SMEs, over 500 innovative tech start-ups, half of the Dax40 companies and many other global players.Bitkom's overarching goal is to make Germany a leading digital location, drive forward the digital transformation of the German economy and administration, strengthen digital sovereignty and achieve broad social participation in digital developments.Data center working group - core topics:--> Connecting companies with core expertise that lead to a reliable and efficient data center--> Commitment to an active location policy in favor of German data centers--> Positioning the topic in politics and the public, at events and trade fairs--> Development of position papers, guidelines, white papers and other materials

The advisory board supports the executive board of the GERMAN DATACENTER ASSOCIATION e.V. in managing the think tanks, member management, public affairs and specialized/technical advice.As GERMAN DATACENTER ASSOCIATION, we are committed to the interests and special concerns of data center operators in politics, society and the media. We represent our members and partners with regard to laws, regulations, standards, norms and political issues in the relevant bodies. Through industry-specific events and active public relations, we aim to improve the perception of the industry in society and politics. We also provide a platform for high-level networking in the industry, enabling qualified exchange on technology and market trends. This is because we want to actively help develop standards and norms relating to the design of data centers and initiate and implement research projects relating to data centers.

Digitale Infrastrukturen sind unerlässlich für die DigitalisierungNach wie vor bestehen in Deutschland ambitionierte Digitalisierungsziele in allen Bereichen, doch diese benötigen zwingend auch die passende digitale Infrastruktur. Die Nationale Strategie Künstliche Intelligenz (KI) der Bundesregierung z.B. unterstreicht die Rolle dieser Technologie für Deutschland. Ohne Rechenzentren kann KI ihre Möglichkeiten jedoch schlichtweg nicht entfalten, da hier große Datenmengen analysiert und verarbeitet werden müssen. Auch in der Debatte um Lösungen für Datensouveränität kommt Rechenzentren eine wichtige Rolle zu. Um die Entwicklung einer wettbewerbsfähigen digitalen Infrastruktur für Europa voranzutreiben, benötigt es umfassendes Fachwissen zu Interconnection sowie gemeinsame digitale Ökosysteme mit Wissenschaft, Politik und Anbietern digitaler Dienste.Rechenzentren bilden ein wesentliches Fundament, das gleichzeitig auch enormes Effizienzpotential in sich trägt. Denn auch die Klimaziele lassen sich nur durch eine zielgerichtete und rasche Digitalisierung erreichen. Beinahe die Hälfte der CO²-Einsparungen lassen sich durch den Einsatz digitaler Anwendungen erzielen. Die Rechenzentrumsbetreiber leisten hier einen wichtigen Beitrag, investieren in Ökostrom, effizientere Kühlung und Modernisierungen. Nicht zuletzt sind große Cloud- und Colocation-Rechenzentren deutlich effizienter als unternehmenseigene Rechenzentren.

The objective of the working group is to create a reliable regulatory framework for data centers and digital platforms. Digital services are a global megatrend of the 21st century and a central basis for sustainable economies. Home office, telemedicine, Industry 4.0, autonomous driving or smart electricity meters - almost all technological developments require highly available data centers in the background. The Commission's work focuses primarily on building a high-performance digital infrastructure, improving location factors and adapting the framework conditions for a digital ecosystem.

Bosch acquired SPX Service Solutions as of Dec 2012 and integrated into the newly formed Bosch Automotive Service Solutions division (“AA-AS”). AA-AS provides a wide range of products and services for OEM and aftermarket. This comprises services (eg hotline, field tech support, software development), specialized hardtools, A/C units, diagnostic devices and software. AA-AS’S global revenues were ~EUR 2bln, EMEA contributing ~50%. • Direct report to the EMEA VP of Finance and Administration; managing a team of 75 employees, including 3 director level direct reports. • Oversee financial analysis and forecast, review and approval of all major bids, monthly internal management reporting per IFRS, as well as annual statutory reporting, plant and headcount controlling, and shared service center activities. • The finance team supports the business on ad hoc analysis, as well as long term strategic planning, restructuring projects and legal and compliance issues.• Established a new finance organization within just a few months after the acquisition, gained trust from the new team, and established myself as the functional lead for the new organization.• Reverse integration of the acquiring business’ finance team into the acquired business’ structure and processes, though ensuring to apply the rules, policies and mandatory processes of the parent company Robert Bosch Group • Converted 6 legal entities, comprising 10 HFM strips, 5 ERP system, and 7 locations across Europe, from US GAAP to IFRS within 3 weeks past acquisition date; the conversion did include actuals 2012 and plan 2013 for the detailed P&L and balance sheet, including cash flow• Implemented Bosch reporting packages for all units, and achieved an on-time reporting already within month two after acquisition date

SPX Corp is a Fortune500 company providing solutions for infrastructure, eg large scale power plants („Thermal Cooling Towers“), automotive („Service Solutions“), and industrial processing, eg food & beverages and oil („FLOW“). SPX’ revenues were ~USD 5bln, EMEA contributing ~1/3.• Reporting to the Regional CFO; Leading all FP&A activities in EMEA• Established the FP&A team as a key partner to the sales organization, providing review, guidance & support; Involvement in customer meetings, RFI/RFP and negotiations. • Created a standardized monthly reporting to the EMEA and US segment leadership team, incl. detailed analysis of lines of business, key accounts and cash flow over a rolling 3 year period. Enabling management to adjust the business to turnaround into a more profitable result.

• Reporting to the Regional CFO; Leading all transactional and month-end activities in EMEA• Built a finely tuned finance department for the EMEA region, fostering a collaborative environment that improved productivity, individual accountability and team morale significantly. • Also successfully transformed local accounting in 5 countries to a centralized share service centre (SSC) environment, based in the UK. Transferred all accounting tasks (e.g. G/L, A/R, A/P) into the SSC, with shared responsibility for reported numbers by the local finance managers to ensure compliance with local requirements.• Revamped G/L, financial systems (SAP), reports and schedules to improve forecast precision and standardize reporting procedures. Enhanced month end reporting from being late an average two days, to an on time reporting. Labour efficiency resulted in savings of ~150k EUR p.a.

• Reporting to the Global Compliance Director; Leading all compliance matters in EMEA, and shared responsibility for APAC, including training of staff in these regions (incl. Shanghai)• Developed and rolled-out a globally consistent Sarbanes-Oxley (“SOX”) methodology, that maximized compliance and reduced workload for finance staff by focusing on Key Controls for the business. This enabled the business to target and remediate existing issues, and reduced the corporation’s issue number by more than 50% within one year.• One of the key persons in the integration and purchase accounting team for a 300mio USD acquisition, establishing a control environment for the prior non-SEC listed corporation’s businesses to meet SPX’ and SEC requirements; regular visits at locations such as Moscow, Dubai, Riyadh, Denmark and Germany reduced the initial compliance issue count to a normal level ensuring accuracy of reported figures.

• Reporting to the Regional CFO; responsible for all compliance matters in EMEA• Revamped the compliance framework, by transforming compliance tasks from a separate month-end action into daily activities, generating efficiencies, more acceptance and enhanced effectivity. • Key responsible person in EMEA for the development of a globally consistent commercial bid sheet for large scale cooling towers for power plants, to streamline the calculation of long term projects (POC Revenue method), clear visibility of returns and better governance.

• Conducting year end audits under US GAAP, IFRS and Statutory/HGB; • Both implementation and review of Sarbanes-Oxley compliant control frameworks; • Leading teams of up to 4 members, at clients in various industries, from rating agencies to automotive.