Leading a multinational team across 7 core European energy markets, I am accountable for the sustainable growth of the Innogy Renewables Onshore Wind business across Europe. Focussing on balancing growth in established markets such as Germany and the UK, and growing new opportunities for the organisation in emerging markets such as Serbia and Lithuania, the role requires strong commercial acumen and the ability to provide clear leadership and strategic decision making. Sustained profitable growth is delivered through a balanced portfolio of in-house development and targeted M&A across all markets, including successful new market entry delivering EBITA contribution within 18 months. Within an annual development budget of c£30m and a capital expenditure of c£500m, the role is accountable for the delivery of all construction projects across Europe - currently including over 350 MW of projects in 5 countries.

Leading the UK onshore wind business with full P&L accountability for the performance of the business including delivery of EBITA results of c£45m per annum. Accountable for a development pipeline of over 1.5GW of new opportunities, construction projects of c 400MW with a capex delivery cost of c£500m, and the commercial asset management of over 600MWs of operational plant Key achievements• Development and implementation of a new strategy and supporting narrative for onshore wind in the UK, ensuring that the direction of the business is aligned to emerging political, social and public needs• Lead and increased RWEI access to political parties, members and advisors from minimal to industry leading, ensuring that the new organisations messages are tested, refined and understood by key stakeholders• Challenged, changed and shaped industry bodies messages to insure that they are aligned with and complementary to those of RWEI• Increased external media presence for the organisation and my role, ensuring we had a clear voice across multiple media outlets which reinforced our new narrative and strategy• Shortened the procurement process for turbine supply contracts from c 12-18months per project to closing three transactions in four months • Successfully lead the organisation through the first round of the CFD auction process, resulting in contracts being granted to three onshore projects and securing NPV value of c£45m to the RWEI business. RWEI were the only utility that were successful in this allocation process • Successful implementation of an employee engagement program following significant organisational restructuring ensured that the newly formed organisation had a clear strategy for future growth, a clear focus for each employee and improved channels of communication and feedback across all levels

Accountable for development and growth of the UK Onshore wind portfolio, totalling circa 90 projects and 2.4GW’s of opportunities. Leading a team of 40 FTE, with a £10m budget in 2010, the role is accountable for the delivery of 800MW’s of consented sites across the next five years, providing investment choices to the RWE Innogy businesses €1.1b per annum capital build program. Key Achievements:o Growth of the Onshore pipeline of projects from 29 sites and 800MW’s in 2007 to over 100 sites and 2.4GW’s by 2011, including the consenting of 14 schemes across the UK o Concluded the sale of a pipeline of over 100MW+ of sites including a mixture of consented and sites in planning to Renerco o Lead the disposal and acquisition of numerous onshore wind projects, including management of due diligence and leading of commercial negotiations o Successfully lead the resign of the RWE NRL onshore wind development model from purely ‘develop, build, own’ to also include a merchant element – thus securing additional future funding for the UK onshore business in return for £100m+ EBIDTA returno Introduction of business planning disciplines within the development team, allowing for visibility across the portfolio, increased director confidence, clarity in investment decisions, scenario modelling of long term capital and revenue streams and focussed development activities within the regional teams o Restructuring and refocusing of the Onshore Development team into 3 country based groups, whilst increasing the flexibility of cross team working to support the delivery of UK targets. o Introduction of standardised procedures and methodologies to help mature the development business and better utilise the relationships with other departments across the RWE Innogy business

Accountable for the accurate billing and collection of circa 2m residential customers within the RWEnpower Residential business. Key Achievements:Accountable for the leadership, motivation and engagement of 500 FTE across daytime and evening teams, across 4 sitesResponsible for the timely and accurate delivery of 150 work processes, in excess of 2m customer accounts per year, and allowing for collection on £1.5b in accounts previously not billed.Development and delivery of a business planning methodology across the department, ensuring a common understanding of issues at all levels of the organisation and focused resolution, encouraging bottom up activity to drive engagement and ownership.Senior member of the department, providing mentoring to peers to increase their personal effectiveness within the business

Accountable for the financial controlling of all cost reduction projects resulting from the mergers of the Yorkshire and Northern Electricity businesses with npower, and the development of the Residential businesses IT strategy for a single billing system across the 3 merged businessesKey Achievements:Successful delivery of £147m of synergy savings resulting from the mergers of the Northern Electric and Yorkshire Electricity businesses into the npower business Management of a team of financial accountants and programme planners to ensure that the savings were identified, tracked and realised in future years business planning roundsKey support to the Head of Business Transformation in the formation of future business strategies and synergy saving projects such as the Integration program and Residential IT review Management of external consultancies including Accenture and Logica CMG during the IT strategy review to ensure that recommendations were developed fully on the next phase of the npower Residential businesses IT platform