Dr. Carsten Schrijver

• Build-up of new local customer-centric organization (120 FTE); two tier reporting structure • Supporting Sales, Heat, Berlin Distribution and various “new energy services” • Champion agile transformation of business and IT: attitude, mind-set, SCRUM delivery • Connecting traditional businesses with new disruptive “fossil free” initiatives: solar panels, eMobility, digital platform economy, smart home energy management solutions

• Transitioned 3 local profit centers in Sweden, Germany and Netherlands into one international cost center (37.2M€, 270 FTE); three tier reporting structure • Achieved remarkable run cost reduction of 40% through lean process redesign, advanced sourcing practice and elaborate automation • Spearheaded digitalization initiatives e.g. implementation of non-traditional SaaS delivery models, data-driven businesses, mobile customer self-service • Overlooked broad range of divestment and carve-out projects

• Designated single point of contact to all internal (150M€ annual revenue) Vattenfall as well as external utility and industry customers (20M€ annual revenue) • Re-focussed 19 account managers and sales back-office personnel

• Realized carve-out of new legal entity within Vattenfall Europe • Initiated ramp-up of new B2B sales organization with the ambition to provide Utilities with smart metering services • Studied and correctly predicted limited mid-term growth opportunities within target market segment • Remark: my complete revision of the initial business case caused Vattenfall´s executive board to completely abandon the idea to aggressively introduce smart metering B2B solutions into Germany

• Responsible for North America (USA, Canada, Mexico), Central America and the Caribbean ($80M of revenues) • Established new multi-national Account & Service Management organization from scratch (10 regional sales managers as direct reports and approx. 60 external sales representatives) • Personally led bid team for single largest IED tender in North America: successfully secured order of $26M

• Led regional footprint consolidation: modelling, building and deployment of two new major production centers in Canada and Mexico targeting North America • In parallel: winding down two existing factories in the USA. Re-training of staff, transfer of knowledge and assets

• Supported modularization of fragmented „engineer to order“ solution portfolio • Implemented frequent M&S audits of all involved 34 sales centers around the world • Synchronized global marketing programs, pricing schemes and account management practise • Secured remarkable growth of business: all-time high of $436M orders received in 2006

• Controlled and efficiently allocated global software development resources (Scandinavia, India, Central Europe: 25 Engineers; 4 Product Managers) • Selected pilot projects and overlooked pilot installations of new platform • Secured significant cost savings and ensured uninterrupted support for installed base of more than 3’500 MicroSCADA systems with a total of $35M annual orders received

• Developed and implemented global marketing campaigns (11M€ annual budget) • Led ABB’s global Power Automation training center („T&D University“) with 31 reports

• Supported identification, due diligence and acquisition of mid-sized companies

• Conducted high voltage / current type test for circuit breakers and switches • Proposed innovative high-power test method; global patent granted

• Executed numerical simulation of power flow and insulation coordination studies

Optimization of High-Voltage Insulators Achieved three patents concerning “high voltage insulators“ Thesis: „summa cum laude“