- Smart metering and risk analysis of suboptimal decisions about its functions and components, mitigation techniques- Smart grid and its requirements on telco infrastructure - Facing smart grid, product strategy for control system producer- Smart metering and imbalance settlement- Ancillary services from small CHP, legal and financial consequences- Smart metering and ripple control (HDO), new control algorithms

- development of smart city and region, focusing on energy efficiency and monitoring- preparing regional energy concept (ÚEK) comprising critical infrastructure, security of supply, alternative energy sources and smart technologies

Supervising portfolio of smart grids projects.Developing group strategy in area of smart grids:- monitoring trends- evaluating opportunities and threats brought by trends- developing measures to mitigate risks and utilize opportunities (set of process, organizational, legal and technological measures so called smart grid)

Wide pilot project has provided full information for qualified assessment of business, technical and financial parameters of prospective full-scale implementation of smart metering system. The aim of WPP AMM project was to verify logistic procedures, metering system security, technological and economical assumptions and the impact of smart metering system extensive deployment on end customers. The project has provided information not only for internal use within the CEZ Group, but also for evaluation of smart meters deployment in national level - outputs from our project are demanded by Ministry of trade, who is responsible for preparation of National study – assessment of all costs and benefits of smart metering for Czech republic and recommendation of best deployment scenario. Three closed technical locations were selected in the grid, each fed by 110kV/35kV (22kV) transformer station, covering approx. 800 distribution transformer stations (DTS) and almost 70 000 metering points. 14 sub-areas were fully equipped with smart metering technology on DTS (incl. summary meter, data concentrator, router, UPS) and 33 thousands smart meters. Remaining 300 DTSs were equipped only with I&C meter and communication technology to enable data transfer to data centre. That coverage guarantees basic network management functions (balance calculation, load monitoring …).Different communication technologies are tested (GPRS, 3G, RF, PLC, BPL, WAN) to evaluate their parameters (speed, latency, reliability …) under different conditions (e.g. city vs. rural areas).The project was implemented by consortium of HP, Landis+Gyr, Schrack Technik, TranstechCZ (ADD), Czech company ZPA (and approx 20 other connected vendors / service providers).

During the integration process, many distribution assets were left outside of distribution company. Target of this project was to:- establish new company- identify asset important for DSO- acquire identified assets- finally merge this "acquisition company" with original DSO

As manager of strategy and quality of customer services I was responsible for post merger consolidation of customer services, including redesign of sales strategy and channel strategy in retail segment, finding proper counterparties for strategy alliances, development of new rules and concepts in area of retail sales. My job also included monitoring of really achieved quality of customer services as result of internal project “Customer”I was also involved in other several development activities, like reorganisation of sales to end customers or introduction of multi-commodity approach (bundled offer – electricity, natural gas and heat)

As a head of Integration office I was responsible for post merger integration of 5 regional distributors into 10 new process focused companies. I was responsible of overall management of integration project, development of capabilities for holding-type central project management office, business architecture development, supervising 20 project teams, ensuring meeting transformation and financial goals.

As a member of Integration office, I was responsible for post merger integration of 5 regional distributors into new process focused companies, in commercial area (trading, sales to end consumers, customer services, CIS). I was responsible for:- supervising 5 from 20 project teams (in area of energy trading, sales to end customers, customer services and regulatory affairs)- assuring alignment of team activities with overall project goals- reporting to board and steering committee

- regulatory affairs • negotiations with regulatory office (ERÚ) • regulatory reporting (for both sales and distribution) • calculation and application of correction factor • design and negotiation of change in reporting and predicting of retail consumption (elimination of CZK 200 million 2 year time lag in cash inflow due natural development of consumption)- ad hoc support for top management • redesign of short and mid term business planning procedure

as a specialists in area of utilities I acquired experience mostly in:• shareholder value analysis• strategy development• business model design• process re-engineering, process development• restructuralisation, change of organisation structure• process analysis, benchmarking• post merger integration• multiutility alliance design• acquisition modelling

Aviko was a small producer of assembly and measuring lines and equipment for automotive industry Areas of experience:• establishing of separate department for design, development and production of machines• building customer relationship, sales and marketing capabilities• draft design and costing, proposal preparation• contracting• realisation