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  • Scaling Business Models and Automation in emobility: Strategic IT planning as a stabilizer and growth driver

    The electromobility industry, characterized by young companies and young business units within established companies, faces unique challenges. These dynamic companies are often at a critical point where scaling and increasing efficiency are crucial for success. Automation and strategic IT planning play a key role in this growth process. This interview highlights how sustainable development is promoted especially in this young and innovative industry through the use of targeted IT strategies. Today we are particularly pleased to have Marcus Vengels, Managing Director of Mediaan Deutschland GmbH, and Dr. Andreas Pfeiffer, CEO and founder of greenventors GmbH, with us. Both bring valuable experience and perspectives when it comes to scaling business models and automation in electromobility. They will give us insights into how IT strategies can not only increase efficiency but also promote growth. Look forward to an exciting conversation about how targeted IT planning can not only increase efficiency but also enable sustainable growth. Let’s start with the specific challenges that young entities in electromobility have to face when scaling up. Dr. Andreas Pfeiffer: Yes, electromobility is an area characterized by rapid growth and continuous innovation. Companies must move from a manual, almost artisanal initial phase to a stage where automation and efficient processes are crucial. In the beginning, many systems are put together in a makeshift manner in order to even get started. The challenge is to transform these makeshift solutions into strategic, scalable systems. How do electromobility companies cope with the increasing demand for faster and more efficient service delivery? Marcus Vengels: In a market that is developing rapidly and where customers have high expectations of technology, the automation of business processes is essential. This applies not only to internal processes, but also to the customer experience - from invoicing to customer service. IT plays a central role in continuously improving the speed and quality of services. How exactly does the business model of a CPO (Charge Point Operator) develop and why is a deep understanding of it so important? Marcus Vengels: The business model of a CPO is complex because it not only includes the installation and maintenance of charging stations, but also - in the first step - the management of B2B customer relationships and B2B billing services with emoblity service providers. A deep understanding of this (roaming) model is crucial because it enables the identification of processes that can be automated to increase efficiency and ultimately B2C user satisfaction. This includes understanding the dynamics between fast charging technology, customer expectations, billing systems and sustainability. The further development of this business model must anticipate future technologies and market needs in order to remain competitive. A good example here are the European AFIR requirements that have been in force since the beginning of 2024 and also place significant requirements in the area of B2C user experience from the perspective of a CPO that traditionally has more of a B2B focus. Which strategic considerations are important for the stabilization and further development of the company and the underlying business model in electromobility? Dr. Andreas Pfeiffer: The stabilization and further development of the business model requires an in-depth analysis of, among other things, existing processes. The basis for this should be a clear vision for the future. Companies must pursue innovative approaches that address not only current but also future market requirements. This includes adapting to technological developments and anticipating customer needs, which can change rapidly. A strategic realignment is crucial to determine which processes and IT systems need to be developed or optimized to effectively support company growth. How is automation used to solve these challenges? Marcus Vengels: Automation plays a central role in increasing efficiency and optimizing customer interactions. By using modern IT systems, processes such as invoicing, customer management and even troubleshooting can be automated and supported with AI, which not only reduces costs but also improves service quality. For example, automated charging stations and intelligent billing systems can help improve the user experience and ensure operational efficiency. Can you give a concrete example of IT automation in this sector? Marcus Vengels: A good example is the automation of the invoicing process. Especially for multinational electromobility companies that operate in several countries, the automation of invoicing can significantly increase efficiency and at the same time reduce the error rate. Automated systems for accounts receivable management are essential here. For example, an electromobility company could use an IT-supported system that automatically generates, checks and sends invoices as soon as transactions at charging stations are completed. Could you briefly describe the challenges that companies often face when scaling their IT processes? Marcus Vengels: Of course. As described, many companies start with very manual processes and a kind of "patchwork" in their IT structure. This leads to an initial dependency on cobbled-together applications or external platform operators. The change from this current state to a more efficient target structure is not only desirable, but often necessary in order to remain competitive. And how long can this transition take? Marcus Vengels: The transition can often take up to a year or more. That's why it's important to make optimizations in the current state. These improvements help to increase efficiency and improve the cost structure, even while planning and implementing major strategic changes. Can you perhaps give us an example of what optimizations in the current state could look like? Marcus Vengels: Sure. Let's take the example of automating business processes such as invoice verification. Many companies do these manually, which is time-consuming and error-prone. By automating such processes, they can save time and reduce errors, enabling immediate cost savings and a better customer experience. What are the typical first steps when a company decides to stabilize and optimize its IT structure? Marcus Vengels: The first step is often a kind of SWOT or pain point analysis to identify the biggest challenges and opportunities. On this basis, an IT strategy is then developed that includes both short-term improvements and long-term changes. It is also important to understand the existing systems and processes in detail and to evaluate which ones most urgently need optimization. And how can we ensure that existing systems remain stable during this transition? Marcus Vengels: That's a big challenge. It's about keeping the lights on while building for the future. Often a dual strategy is followed, where the existing system is supported for as long as necessary and the new system is developed in parallel. This requires careful planning and often the establishment of interim processes that ensure that day-to-day business continues to run efficiently. We started by talking about the challenges in the electromobility industry. Could you explain why companies in this industry are considering moving away from or replacing existing IT solutions? Dr. Andreas Pfeiffer: In the electromobility industry, companies are often faced with the decision of whether to continue using existing IT solutions or to develop their own solutions. These decision points typically arise when the existing systems no longer meet the growing demands of the market or when they are not flexible enough to keep pace with rapid technological developments and changing customer needs. Marcus Vengels: A key pain point that makes companies consider moving away from existing solutions is the limitation of legacy technologies that can no longer be effectively scaled or adapted. For example, a company may find that its current software architecture does not support the integration of new payment methods such as ad hoc payments or the use of OCPP brokers to manage different charging station types. Dr. Andreas Pfeiffer: In addition, changes in the legal framework or new security requirements often require an overhaul of IT systems, which is not always possible with older solutions. If such systems become a barrier to innovation or increased efficiency, companies must weigh up whether purchasing or developing a new solution is more economical in the long term. Marcus Vengels: Together, Mediaan and greenventors help companies make such critical decisions by analyzing not only the technical aspects but also the strategic and commercial impact of each option. Our goal is to ensure that our customers pursue an IT strategy that maximizes their ability to respond quickly to market demands while enabling them to remain competitive in the long term. Why did greenventors and Mediaan decide to join forces to support customers in electromobility? Dr. Andreas Pfeiffer: The partnership between Mediaan and greenventors arose from an insight we had during a joint business lunch: combining our respective strengths offers our customers the greatest possible benefit. Mediaan brings in-depth technological understanding and experience in software development and the operation of complex IT system landscapes, while greenventors offers specific knowledge of the electromobility industry and its particular challenges. Together they can offer a comprehensive range of consulting services aimed at developing practical and innovative solutions that meet the specific requirements of this fast-moving sector. Interviewer: Why do you think strategic IT planning is crucial for success in electromobility? Marcus Vengels: Strategic IT planning enables companies to design their technology infrastructure to keep pace with the rapid growth of the market. This includes choosing the right technologies, scaling systems and ensuring that these systems are secure and reliable. Experienced consultants such as Mediaan and greenventors, who bring both industry knowledge and technological know-how, are crucial to mastering these complex requirements. What does effective strategic planning look like in such a dynamic environment? Marcus Vengels: Strategic planning in electromobility must be flexible and forward-looking. Companies must decide whether to develop new platforms themselves or adapt existing solutions. This includes a thorough IT strategy that aims to design the architecture and IT governance in such a way that they can support the rapid growth and specific requirements of the electromobility market. How do you support companies in dealing with technological challenges in electromobility? Marcus Vengels: As action-oriented consultants, we at Biocatalyst can play a central role in identifying and implementing key technologies specifically developed for electromobility. We help to quickly adapt to market changes through their deep understanding of agile project management and advanced software development practices. In addition, they can provide valuable insights into risk assessment and stakeholder management, which is particularly important for companies in this sector. How crucial is the customer experience for success in electromobility? Dr. Andreas Pfeiffer: It is critical and important. Automating customer interactions, for example in the event of problems with charging stations, not only saves costs but also improves customer satisfaction. In a technology-driven sector such as electromobility, it is crucial that IT systems not only meet customer expectations but exceed them. How do you support your customers in implementing AI Ops in the field of electromobility? Marcus Vengels: We currently see AI Ops as an important driver of stabilization and growth. We therefore support our customers in developing customized AI solutions that increase the efficiency and reliability of their charging infrastructures. A key element is predictive maintenance through AI, which helps to minimize operational interruptions and reduce operating costs. This is a concrete example of how AI Ops is being used effectively as an area of innovation in electromobility. Can you give a specific example of how AI supports the operation and availability optimization of charging infrastructure? Marcus Vengels: A concrete example is the use of our AI-powered system for fault detection and diagnosis at charging stations. By integrating various data sources, such as charging station operational data and customer service logs, we can use AI to identify patterns that could indicate potential problems. This proactive approach helps us minimize downtime and improve the overall reliability of the charging system by resolving problems before they lead to disruptions. What do you see as the future of AI Ops in the electric mobility industry? Dr. Andreas Pfeiffer: The future of AI Ops in electromobility is promising. We expect the technology to continue to gain importance, especially with the foreseeable significant scaling of charging infrastructure networks. AI will not only help increase efficiency, but also improve the customer experience through faster and more reliable services. It is crucial for young corporate units in electromobility to future-proof their business models through strategic IT planning and advanced automation technologies. Strategic IT planning and automation are crucial not only to keep up with the pace of the market, but also to be successful in a highly competitive environment. Together, Mediaan and greenventors support companies in the electromobility industry in stabilizing and scaling their business models through targeted IT strategies and innovative automation solutions.

  • Emobility in Aachen - The role of brokers as partners for cities and municipalities

    or: Emobility in Aachen: Design and future prospects Welcome to our interview today with Marc Heusch, an experienced marketing expert who has been working intensively on electromobility in Aachen since 2019, and Dr. Andreas Pfeiffer, the founder of "energieparkmakler by greenventors", our specialized real estate agency that operates at the interface of technology, user needs and the real estate industry. We are delighted to have both experts here. Dr. Andreas Pfeiffer (energieparkmakler) and Marc Heusch (City of Aachen) Let's start with electromobility in Aachen. Dr. Pfeiffer, you were deeply invovled in setting up the first charging stations in the imperial city. How do you see the development to date? Dr. Pfeiffer: The city of Aachen and Stadtwerke Aachen (STAWAG) in particular, recognized the importance of electromobility early on and acted accordingly. The first charging stations, which STAWAG installed in June 2009, were the starting signal for a city-wide initiative called the "5-point electromobility program". At the time, I was project manager for the topic at the municipal utilities and today I see Aachen as a role model for sustainable urban mobility, also thanks to the exemplary ALigN project driven forward by Mr. Heusch. Seeing this development reinforces my conviction that we are on the right track - and not just in Aachen. Mr. Heusch, you were the driving force behind the ALigN project, which has added several hundred charging points to Aachen. Could you please briefly explain to us what the aim of ALigN is and how it contributes to the development of electromobility in Aachen? Mr. Heusch: The ALigN project (i.e. development of charging infrastructure through targeted grid support) is a major funding and research project that we have been able to implement in Aachen in recent years together with many partners (RWTH, STAWAG, Smart/Lab, Regionetz, umlaut, Aixacct, ...). Among other things, it aimed to significantly expand the charging infrastructure in Aachen in order to promote the ramp-up of electromobility. We achieved this goal by installing 670 new charging points. The aim was to improve the availability and accessibility of charging stations for electric vehicles and thus promote electromobility as a viable and reliable option for citizens. By expanding the charging infrastructure, ALigN supports Aachen's ambition to be a pioneer in sustainable mobility and shows how good collaboration between many committed stakeholders can create an effective and sustainable solution. Mr. Heusch, what is your main goal in terms of scalability and coverage of the urban area with electric mobility solutions? Mr. Heusch: The main goal is to establish a scalable and comprehensive charging infrastructure that has no "white spots". This requires a solid database, detailed analyses and in-depth local knowledge in order to precisely understand demand and meet it in line with requirements. It is important to offer both AC and DC charging options and to make intelligent use of existing parking spaces for AC charging stations, especially where vehicles are parked for long periods of time. How do you overcome the challenge of integrating public charging into private spaces? Mr. Heusch: In view of the lack of free space in cities, the integration of private space for public charging stations is essential. This requires balanced cooperation between private owners, the city and the operators in order to create a win-win situation. Specialized real estate agencies can also play an important role here by mediating between the various interests and finding optimal solutions. Dr. Pfeiffer, could you tell us more about the role of your agency "energieparkmakler" in this process? Dr. Pfeiffer: Of course. "energieparkmakler by greenventors" focuses on identifying, qualifying and securing locations for electromobility projects that meet technical, economic and user-oriented criteria. We work closely with cities, private property owners and operators to identify the best locations for charging infrastructure, taking into account both the current and future needs of users. Our specialized expertise enables us to launch projects that create a sustainable and user-friendly electric mobility infrastructure. Dr. Pfeiffer, can you elaborate on the specific benefits that energieparkmakler offers property owners and tenants, particularly with regard to marketing their sites for electromobility projects? Dr. Pfeiffer: Absolutely, that is an important aspect of our work. For property owners and tenants, we not only offer our extensive expert knowledge, but also a simplified and accelerated process to market their site to electric mobility operators. Through our specialized expertise and extensive network in the electric mobility industry, we are able to quickly find the right operator for each site. This not only means an attractive income for the site owner through the rental of the site but, more importantly, the certainty that the selected operator is also the best possible partner. In this way, we ensure that our clients not only benefit from a good income, but also from a harmonious and lasting relationship with the operator. This is crucial to building long-term, sustainable and mutually beneficial relationships. Thanks to our expertise and our partner network, we ensure that our clients not only benefit from a good income, but also from a harmonious and lasting relationship with the operator. Dr. Andreas Pfeiffer - energieparkmakler by greenventors Mr. Heusch, how do you see the future development of electromobility, particularly with regard to your experience in marketing? Mr. Heusch: Electromobility is at a crucial point. My experience in marketing helps me to understand user expectations and incorporate them into planning. The aim is to create solutions that are both technically efficient and user-friendly. The challenge lies in the comprehensive design of electromobility. A municipality (such as Aachen) should focus on publicly accessible charging infrastructure. This will also give users or potential users access to electromobility who do not have a private charging facility - whether at home or at work. Finally, what message would you, Mr. Heusch and Dr. Pfeiffer, like to give cities and society when we talk about the future of electromobility? Mr. Heusch: My message would be to be courageous and innovative. Electromobility offers a unique opportunity to make our cities more sustainable and liveable. It is crucial that all stakeholders - from cities to businesses to citizens - work together to seize this opportunity and create a comprehensive and accessible charging infrastructure. It is crucial that all stakeholders - from cities to businesses to citizens - work together to seize this opportunity and create a comprehensive and accessible charging infrastructure. Marc Heusch - City of Aachen Dr. Pfeiffer: I would add that the importance of specialist knowledge and experience should not be underestimated in this fast-moving field. We offer an important interface that combines technical understanding, market knowledge and user orientation in order to successfully drive electromobility forward. My advice to cities would be to actively seek out and utilize this expertise. Thank you very much, Mr. Heusch and Dr. Pfeiffer, for this informative interview. Your insights into electromobility and the role of specialized service providers clearly show how important a strategic and user-oriented approach is for the successful implementation of electromobility. We wish you every success with your future projects.

  • Twelve years of the Vaals Treaty: Dr. Andreas Pfeiffer on the evolution of e-roaming services in Europe

    In our “Behind the Scenes” today we take a look at the developments of e-roaming in electromobility. On the occasion of the 12th anniversary of the signing of the Treaty of Vaals, an important starting point for developments in this area, we speak to Dr. Andreas Pfeiffer. Dr. Pfeiffer, one of the pioneers in the field, played an important role in shaping the early days of e-mobility infrastructure in Europe and looks back and looks ahead to the developments, challenges and successes in this dynamic sector. The Vaals contract was signed twelve years ago, a milestone for interoperability in e-mobility in Europe. Could you tell us a little about how this initiative came about? Dr. Pfeiffer: The initiative for the Vaals contract arose from the realization that e-mobility should know no borders. It became clear to us early on that the success of electromobility depends on cross-border cooperation. Back in 2012, we took the first step with our partners from six countries to create a uniform, cross-border charging network. Dr. Pfeiffer, you played a key role in the Vaals Treaty, a milestone for interoperability in the field of e-mobility in Europe. What does this anniversary mean for you personally? Dr. Andreas Pfeiffer: For me, the anniversary is a moment to pause and be happy about how far we have come. The signing of the Vaals Treaty and the introduction of as the technical basis for roaming were real pioneering works. It shows that visionary thinking and cross-border collaboration can lay the foundation for sustainable innovation. What were the biggest challenges in the early days of interoperability and how were they overcome? Dr. Pfeiffer: One of the biggest challenges was certainly the technical implementation of interoperability. We had to find a common language between different charging systems and operators. With the development of , we created a solid technical foundation that made it possible to seamlessly exchange data and information between operators. What role do security aspects play in this system, and is there anything you would have done differently in retrospect? Dr. Pfeiffer: Looking back, the focus on “built-in security” should have been stronger. In the early days, we understood the importance of security, but we underestimated the depth and complexity required for a system that is top-secure as critical infrastructure from the start. In particular, the topic of RFID cards was viewed too loosely and not thought through. Today we know that every technology we implement must be provided with the highest possible security standards in order to proactively address risks and vulnerabilities. To what extent has the Vaals Treaty changed the landscape of e-mobility in Europe? Dr. Pfeiffer: The Vaals contract was a catalyst for e-mobility in Europe. By creating an interoperable network, we were able to significantly simplify the use of electric vehicles across national borders. This has not only led to an increase in the acceptance of electric vehicles, but also laid the foundation for further growth in this sector. The initial challenges of interoperability and roaming are now largely considered to have been solved. This is a testament to how effective our collective efforts have been. They were later also founding managing directors of Hubject. How do you see Hubject's role in the development of e-mobility? Dr. Pfeiffer: Hubject has played a central role in pushing the idea of roaming internationally. Our vision has always been to make charging electric cars as easy as using a cell phone. By connecting charging station operators and energy suppliers on our platform, we were able to make this vision a reality. In addition to Hubject, GIREVE and also represent an important basis for interoperability in electromobility. 12 years later: How do you assess the current situation and what are the next steps for e-mobility in Europe? Dr. Pfeiffer: Today we see that the foundations we have laid have led to widespread acceptance and impressive growth in electromobility. The next steps will be to further expand the charging infrastructure, shorten charging times, make vehicle-to-grid usable across the board and thus convert the energy supply for charging to 100% renewable sources. It is also important to strengthen cross-border cooperation and integrate new technologies to make electromobility even more user-friendly. A final word for our readers? Dr. Pfeiffer: The future of mobility is electric, and each of us can help shape this future. It's an exciting time to be part of this change and I look forward to seeing where this journey takes us. After an in-depth insight into the beginnings, current developments and future prospects of e-mobility in Europe, the conversation with Dr. Andreas Pfeiffer clearly shows how far the sector has come and what opportunities still exist. The initiative from Vaals to the founding of Hubject and beyond illustrates the importance of vision, collaboration and technological innovation for the success of e-mobility. Particularly noteworthy is Dr. Pfeiffer's reflection on the early decisions regarding security standards and the open admission that in some areas, such as RFID technology, an even greater emphasis on built-in security would have been beneficial. His call to continue efforts to create a safe, interoperable and sustainable e-mobility landscape in Europe is an inspiration for current and future players in this sector.

  • Emobility 2024 - Perspectives on the new year from greenventors

    In our latest edition of "Behind the Scenes", we take a look at emobility in 2024 and talk to Dr. Andreas Pfeiffer and Sebastian Jagsch, the founders of greenventors. Together, we explore the prospects and challenges that this year holds for the emobility industry. At the end of 2023, the German government caused a lot of uncertainty in the market with its ban on subsidies for electric cars. Dr. Pfeiffer, how do you think the ban on subsidies for electric cars will affect the market? Dr. Pfeiffer: The funding freeze at the end of 2023 has undoubtedly caused uncertainty, but 2024 will be a crucial year for emobility. In the short term, this could lead to a drop in demand, as some potential buyers may be hesitant. However, in the medium and long term, we expect the electric mobility industry to be resilient. Manufacturers are increasingly focusing on innovation and economies of scale to reduce costs and increase the attractiveness of electric cars. This phase offers a unique opportunity to prove the sustainability of the market. We are confident that the demand for reliable charging infrastructure in the right locations will remain high. Does greenventors see consolidation trends in the HPC operator market for 2024 and how should operators prepare for this? S. Jagsch: Yes, we recognize that consolidation trends are definitely possible. In an evolving sector such as electromobility, mergers and acquisitions are a natural development. Operators should prepare for this by adapting their business models and entering into strategic partnerships in order to remain competitive in this dynamic environment. A healthy location portfolio with a clear database is an important basis for this. greenventors is ready to help operators navigate these changes and offer customized solutions to ensure their long-term success. Mr. Jagsch, how will greenventors specifically support operators in what you see as the continued need to expand the charging infrastructure? S. Jagsch: In view of the challenges that could arise from the funding freeze, also with regard to the requirements of investors, greenventors recommends a strategic approach. We focus on helping charging station operators to standardize and optimize their planning and construction processes. This is crucial to ensure an efficient and cost-effective expansion of the charging infrastructure and thus meet investor requirements. Although short-term declines in electric vehicle sales are possible, we remain confident that the overall demand for energy at HPC charging parks will continue to grow. We are ready to help operators successfully navigate this phase and ensure that the charging infrastructure meets the needs of users. What other specific challenges do you see and how does greenventors plan to tackle them? S. Jagsch: We see two main areas where challenges exist. Firstly, charging station operators need to optimize their operating costs to ensure high availability and reliability while meeting the requirements of the AFIR (Association for Fast-charging Infrastructure Regulations). Secondly, optimizing energy procurement for fast-charging parks is crucial to ensure short-term profitability. We also place great emphasis on improving the charging experience through the integration of smart technologies and service enhancements, particularly in collaboration with site partners. Dr. Pfeiffer, how does your real estate brokerage "energieparkmakler" position itself in this scenario? Dr. Pfeiffer: energieparkmakler is an integral part of greenventors and plays a key role in identifying optimal locations for fast-charging parks. With our greenventors Location Index, we create a balanced relationship between location expansion and actual use of the charging stations. How does greenventors support the real estate industry in meeting the legal requirements of the Building Electromobility Act (GEIG) and the ESG criteria? Dr. Pfeiffer: greenventors focuses on offering specialized consulting to real estate developers and managers to support the implementation of charging infrastructure in line with the GEIG and ESG criteria. Our goal is to make real estate more attractive and sustainable, which in turn increases its value. With our expertise, we are able to implement efficient and future-proof electric mobility solutions by finding the right partners and driving matchmaking. In 2024, you can look forward to exciting deals and collaborations where greenventors acts as a catalyst in the background to actively shape the future of e-mobility in the real estate world. How does greenventors plan to further expand and consolidate its leading role in brokering locations for fast-charging parks? Dr. Pfeiffer: In order to further strengthen and expand our position, energieparkmakler is investing in three key areas: AI, relationship management and the team. These include advanced technologies and data analysis, such as AI-supported market and location analyses, to increase efficiency in identifying and evaluating locations. We also place great emphasis on relationship management and networking, including participation in industry events. We also invest in the continuous training and development of our team to stay at the cutting edge of technology and the industry. Conclusion: In 2024, there are numerous opportunities for greenventors that can be realized thanks to technological innovation, strategic networking and in-depth expertise in emobility. With energieparkmakler as a strong supporter in the background, greenventors is excellently positioned to further expand its leading role as a broker of first-class fast-charging locations and actively shape the future of emobility. As a strategic and action-oriented consultant, greenventors is ready to support operators of fast-charging infrastructures in a consolidating market. In addition, greenventors specializes in providing expert advice to the real estate industry, both in existing and new buildings, on the implementation of sustainable emobility solutions. In doing so, we focus on identifying and retaining the right partners in the long term in order to jointly drive forward sustainable emobility.

  • Erik Elektro and the children of sustainability

    Introduction to the play by Dr. Andreas Pfeiffer and Sebastian Jagsch Good evening, ladies and gentlemen, dear readers of “Behind the Scenes” Welcome to a very special performance. My name is Andreas Pfeiffer and I am here with my colleague Sebastian Jagsch. In 2023 we have our “Behind the Scenes” series. began, in which we immersed ourselves deeply in the world of electromobility and sustainable transformation. Tonight we go one step further and present you a unique play, created with the support of #ChatGPT, that takes the core content and themes of our series and transforms them into a captivating narrative. Our piece, "Erik Elektro and the Children of Sustainability", takes you on a journey through the dynamic world of electromobility, a world that sits at the intersection of technology, innovation and sustainability. At greenventors we have made it our mission to build the bridge between vision and reality. As my colleague Sebastian Jagsch can report from his experience in the automotive industry, technological innovations are not just about new products, but also about the transformation of business models - a key aspect of reacting flexibly to new developments and continuously striving for improvements. Our guiding principle at greenventors is to represent the spirit of invention and implementation in the field of green energy and mobility transformation. In view of climate change, it is particularly important for us to support companies on their path to greater sustainability. As an independent management consultancy, we actively support our customers from the energy, oil and real estate sectors on their way to becoming #netzero. In our piece tonight you'll see these principles unfold in the fictional world of Erik Elektro. You will witness how characters from different perspectives – economics, ecology and social justice – come together to shape a shared future in electromobility. We hope that you will be inspired by this presentation and gain insights into the diverse aspects of electromobility and its role in our society. We wish you an entertaining and informative evening. Thank you for being here today to share this journey with us Introduction: Our play unfolds in a constantly changing world of electromobility. It explores the challenges and opportunities that arise from balancing economics, ecology and social justice. The focus is on Erik Elektro, a fictional electric vehicle driver who sets out on a journey to discover the true meaning of sustainability in his world. Natura, sustainability personified, accompanies him. Their three children, Wirtschaftia, Ökologia and Sozia, represent different aspects of sustainability and are in a constant competition for the recognition of their mother Natura. Act I: “The Contest of Ideals” Introduction Welcome to the journey of discovery into the world of electromobility! In this play we delve into the fascinating world of electromobility and explore how it can shape our future. Our goal is to present this complex topic in an understandable and entertaining way. Scene 1: The meeting - Participants: Erik Elektro, Natura, Wirtschaftia, Ökologia, Sozia. - Plot: Erik and Natura meet in a busy, futuristic marketplace. Natura introduces her children, who each present their visions for a sustainable future. Economia talks about efficiency and costs, Ökologia about protecting the environment, and Sozia about fair access to mobility. Erik is fascinated and asks critical questions that challenge the children to think deeper about their views. Scene 2: The Expert Council - Participants: Gianluca Corbellini, Dr. Andreas Pfeiffer, Marc Rogowski, Dr. Carsten Suckrow, Carolin Paech. - Plot: The scene shifts to a modern conference stage where the experts share their insights. Corbellini and Pfeiffer discuss the latest developments in smart grid technologies and their importance for eMobility. Marc Rogowski observes the interactions and takes notes in order to later act as a coach and deepen the discussion. Scene 3: The conflict - Participants: All characters from the previous scenes. - Plot: The discussion in the marketplace becomes more lively as the experts and children defend their views. A constructive conflict arises in which everyone tries to present their perspective as the most important. Marc Rogowski steps in to moderate the dialogue and ensure all voices are heard. Share your thoughts: We invite you to share your thoughts and perspectives in the comments. Which aspect of sustainability appeals to you most? Act II: “The Challenge of Reality” Introduction In the second act we focus on the practical challenges of electromobility. We delve into the world of infrastructure, organizational hurdles and industry perspectives. Scene 1: The reality of the infrastructure - Participants: Markus Klein, Maria Bouillet, Armin Humer, Carolin Paech. - Plot: The scene takes place in a virtual model of a city. Klein and Bouillet discuss the complexities of building a fast charging network. They discuss the challenges regarding resources, logistics and personnel. Humer and Suckrow bring their practical experiences and discuss how these challenges can be overcome in reality. Scene 2: Organizational hurdles - Participants: Marc Rogowski, Mathias Wiecher, Dr. Carsten Suckrow. - Plot: Marc Rogowski leads a coaching session in an office complex. It helps participants develop effective strategies for team culture and organizational development. This interactive session aims to find innovative solutions for Erik Elektro by leveraging the strengths of each expert. Scene 3: The perspective of the industry - Participants: All characters from Act II. - Plot: The scene shifts to a factory hall, where Große and Wiecher report on the challenges and successes in integrating electromobility into commercial fleets. Suckrow shares his insights on how traditional energy companies can support the transition to eMobility. Share your thoughts: What challenge do you consider to be in the field of electromobility most difficult to solve? Act III: "The Synthesis of Visions" Introduction In the final act we experience how the different perspectives and ideas merge into a common vision. Scene 1: The realization - Participants: Erik Elektro, Natura, their children. - Plot: In a quiet, natural environment, Erik and Natura reflect on the discussions so far. They recognize that a harmonious interaction of different perspectives is the key to a sustainable future. Scene 2: The Union of Ideas - Participants: All characters from the previous acts. - Plot: All the characters come together in the marketplace. Under the leadership of Marc Rogowski, they are jointly developing an integrative approach that takes into account the various aspects of sustainability. The atmosphere is characterized by mutual respect and collaboration. Scene 3: The outlook into the future - Participants: All characters. - Plot: The scene ends with a vision of a sustainable city. All characters share their hopes and dreams for the future. They say goodbye with a feeling of anticipation and the realization that only through collaboration and mutual support can a sustainable and just world be created. Share your thoughts: Like Do you imagine a sustainable future? Final word: The piece ends with an inspiring outlook on the future, where electric mobility, supported by technological innovation, economic considerations and social justice, leads the world into a more sustainable era. It leaves the audience with the message that each individual has a role to play in this transformation and that collective efforts pave the way to a better future. Finally, we would like to especially thank all of our partners who have made our work in 2023 so enriching. A big thank you also goes to our interview partners from the series 'Behind the Scenes', who made up a significant part of our play this evening. Our thanks also extend to the incredible team at greenventors & energy park broker. Not to be forgotten are the family members who support our vision of electromobility and make an indispensable contribution to our success. Your support and commitment are the foundation of our shared journey towards a more sustainable future. Personal register: Erik Elektro – A fictional electric driver, curious and open to new ideas. Natura – The personification of sustainability, mother of three children. Ekonomia – Symbolizes economic interests and efficiency. Ökologia – embodies environmental awareness and ecological sustainability. Sozia – Stands for social justice and fairness. Gianluca Corbellini – expert in smart grid technologies and renewable energies. Dr. Andreas Pfeiffer – specialist for digital transformation and electromobility. Marc Rogowski – psychologist and organizational developer. Armin Humer – sustainability manager, expert for sustainable transport solutions​​. Dr. Carsten Suckrow – Head of EV Fleet & Depot Division, specialist for e-mobility in fleets​​. Carolin Paech – expert for funding programs and charging infrastructure. Dr.-Ing. Ronald Große – expert for electromobility at Meffert AG. Markus Klein – specialist in setting up fast charging stations. Mathias Wiecher – Chief Commercial Officer at E.ON Drive. Manuel Fernandes – Senior Consultant & Advisor. Joan Sardo – Marketing Manager Circontrol S.A. Sebastian Jagsch, Maria Bouliett, Dr. Andreas Pfeiffer – Helping spirits who support the main actors but do not interact directly with Erik.

  • Service orientation as the key: New perspectives for public charging networks

    In a world in which emobility is becoming increasingly important, it is essential to find innovative and user-oriented solutions to the challenges of the industry. Dr. Andreas Pfeiffer, known for his implementation orientation and expertise in service-oriented business models and digital transformation, provides insights into the future of emobility and the role of public charging networks in our interview today. Based on the experiences of his team at energieparkmakler and his in-depth understanding of service-dominant logic - an approach that focuses on service rather than product and views the customer as an active contributor to value - Dr. Pfeiffer offers a unique perspective on designing a sustainable and customer-friendly charging experience. How would you assess the role of public charging networks in light of current developments in electromobility? Dr. Pfeiffer: Public charging networks are a crucial part of the our emobility infrastructure. However, they need to go beyond simply charging vehicles in public spaces and should be considered as part of a comprehensive service ecosystem that integrates technology, sustainability and user experience. Unfortunately, I still observe that the latter in particular is often understood as a more technologically oriented user experience and not as a holistic user experience. Can you explain this in more detail? Dr. Pfeiffer: Charging stations for electric vehicles should be embedded in inviting environments, with cooperation with 'Hosts' ; such as cafes, local stores or shopping centers is crucial to provide a pleasant experience with options such as dining, shopping or relaxing while in store. These hosts are central to creating a pleasant atmosphere and additional services that enrich the loading experience. Our goal is to establish charging as an integral, pleasant part of everyday life, leveraging existing concepts such as 'BK world',and 'REWE ready' or the requirements of the Nationale Leitstelle Ladeinfrastruktur for the “Deutschlandnetz” project. show promising approaches. We are only at the beginning of this development, but charging network operators can already achieve excellent results in collaboration with existing hosts and contribute to a win-win-win situation at the location. What specific recommendations would you give a charging network operator to implement such a model? Dr. Pfeiffer:A charging network operator should strive for a business model that has a strong service orientation. So far, this has tended to involve technology and implementation-oriented partnerships with energy suppliers, technology providers and local authorities. As for that they strive for providing intelligent charging solutions tailored to volatile energy market conditions and customer needs. Further, flexible pricing model that adapts to energy prices would also be recommended in a basic perception of service orientation. From the holistic perspective just mentioned, the relationships with the local location partner, which we like to call the host, represent a new and quite complex relationship that has the above-mentioned aspects as a basic requirement. In our work as brokers at energieparkmakler we concentrate on this new and important aspect. How does energieparkmakler contribute to a higher level of service orientation and what advantage does this have for the “fast charging” business model? Dr. Pfeiffer: At energieparkmakler, an initiative of greenventors, we act as a bridge builder between the location owners, such as restaurants and gas station operators or retail companies, and the operators of fast charging networks. Our main task is to identify these hosts, educate them about the advantages of emobility and support them in the matchmaking process with potential operators. Our focus is on ensuring that an optimal service experience is created for electric vehicle users at these locations. Our approach goes beyond the technical side by promoting a positive user experience supported by the right hosts and locations. We work to integrate charging stations into a comprehensive service offering by finding the best partners for each location. In this way, we contribute to establishing electromobility as part of an attractive and functional service ecosystem. And how would you see such a business model in the context of service-dominant logic according to their fathers Vargo and Lusch? Dr. Pfeiffer: By understanding charging stations not as isolated units, but as part of an interactive service ecosystem, value is added for everyone involved. This corresponds to the idea that value arises not in the product itself, but in its use and the associated services. In this sense, we act as catalysts for value co-creation by creating the conditions for optimized use and an enriching user experience. This approach is in line with the vision of Vargo and Lusch, who propose a paradigm shift towards a service-centered economic world. What role do digital technologies play in this? Dr. Pfeiffer: Digital technologies play a central role in such a holistic business model approach and in the context of service-dominant logic. First, digital technologies help improve the user experience at charging stations. Through digital platforms, apps and smart charging technologies, we can offer personalized services, such as real-time information about the availability of charging stations, flexible tariff design and seamless payment options. Second, digital technologies support communication and collaboration between everyone involved. Digital communication tools allow us to interact efficiently with partners and customers, resulting in faster decisions and improved service. In short, digital technologies are essential for the implementation of our business model. They make it possible to create better service experiences and ultimately maximize the value that we strive for within the framework of the service-dominant logic. Based on which existing business model would you, Dr. Pfeiffer, recommend the development of a model for a charging network operator? Would the business model of an energy supplier be a good basis? Dr. Pfeiffer: Yes, the business model of an energy supplier actually offers a solid basis for the development of a charging network. Energy suppliers already have the infrastructure, knowledge and experience in energy networks and energy procurement, which is essential for operating an efficient and sustainable charging network. In addition to specialist knowledge, we believe it is crucial that energy suppliers invest in a holistic design of the charging experience. The aim is to go beyond the pure construction and operation of charging networks and develop a comprehensive service offering that includes user experience and local partnerships. This in no way means that the energy supplier will become the new Starbucks. Rather, we need to invest in a new understanding of partnerships and shared value creation. In this transition to a more service-oriented model, with energy park broker as an intermediary, we offer the bridge to create synergies between charging network operators and local players and thus create an attractive and user-centered charging experience. What role would the end customer or store play in such a model? Dr. Pfeiffer:The core idea pursued by energieparkmakler is the development of real partnerships between operators and location partners, with the end customer always being the focus. From a scientific perspective, we view the customer as an active participant in the value creation process. Our aim is to create a comprehensive and customized charging experience through these partnerships. The main goal is to create a charging experience through the synergy of operators and location partners that not only meets the expectations of end customers, but exceeds them. We attach great importance to how charging stations and their surroundings influence the user experience, be it through key aspects such as toilets, additional services or the smooth integration into the users' everyday lives. The value comes not just from the technical function of the charging station, but from the entire service experience, which is developed in cooperation with our partners. This promotes the creation of an attractive service environment that both increases value for the customer and sustainably strengthens the charging network and the location. In our conversation, we highlighted the crucial role of end customers in the development of emobility infrastructures and showed what opportunities the service-dominant logic approach offers for the design of the “fast charging infrastructure” business models. Dr. Pfeiffer showed how energieparkmakler acts as an intermediary between charging station operators and location partners in order to create not only technical solutions, but holistic service experiences. His vision clearly shows that the key to success in electromobility lies in the seamless integration of customer needs, digital technologies and cooperative business models. His insights offer valuable suggestions for the future of the industry and make it clear that a comprehensive view of the customer experience and a strong service orientation are essential for success in the world of electromobility. In this context, Dr. Pfeiffer said charging station operators should actively seek partnerships with local businesses and service providers to enrich the charging experience with additional amenities. He also emphasizes the importance of using digital technologies to enable personalized services such as real-time information, flexible tariffs and easy payment methods that improve the customer experience. He also recommends that energy suppliers entering the emobility market should develop a service-oriented, partnership-oriented business model that goes beyond simply building and operating charging stations and offers a comprehensive charging experience.

  • Digital Transformation in Emobility

    In today's rapidly evolving world of emobility, understanding the interplay between technology and business models is paramount. In this special episode of "Behind the Scenes," we dive deep into the world of digital transformation in emobility, exploring the innovations and challenges faced by industry leaders. Joining us are two pioneers in the field, Gianluca Corbellini, CEO and co-founder of Hive Power, and Dr. Andreas Pfeiffer founder and CEO of greenventors. Gianluca Corbellini is a visionary in smart grid technologies with a rich background in mathematical engineering, renewable energy, and smart cities. Dr. Andreas Pfeiffer's expertise in digital transformation and emobility is grounded in practical experience and academic research, notably through his work on platforms like and hubject's intercharge ecosystem. Together, they represent the cutting edge of innovation and strategy at the interface between emobility and the digital world. They will share their insights, experiences, and visions for the future. Welcome to another episode of 'Behind the Scenes'. Today, we have two seasoned managers and founders with us: Gianluca Corbellini and Dr. Andreas Pfeiffer. Both are at the forefront of emobility developments, working passionately with their teams and customers. Gianluca, let's start with you. Could you share your connection to emobility and the vision behind Hive Power? Gianluca Corbellini:  Certainly. From the onset of my career, I've been deeply involved in the energy sector's evolution. Hive Power's vision is to revolutionize how energy communities and smart grids operate. Emobility is a pivotal piece of this vision, bridging renewable energy sources to the end consumer. That's intriguing. Can you delve deeper into Hive Power's solutions and how they're influencing emobility? Gianluca Corbellini:  Of course. Our platform, especially our AI-Engine FLEXO, is designed to optimize everything connected to the power grid. This ensures a more efficient energy use, paramount for electric vehicle charging. For instance, our solutions can predict peak demand times and adjust charging schedules accordingly, ensuring grid stability while reducing costs for end-users. Dr. Pfeiffer, I've had the opportunity to read parts of your dissertation, which you presented five years ago. It provided a deep dive into the integration of digital technologies like the one of Hive Power into business models. Could you elaborate on its relevance and how it ties into today's discussion? Dr. Andreas Pfeiffer:  My dissertation, while presented five years ago, draws from my experiences in the young emobility sector since 2008, including multiple research projects and practical work experience in establishing technology platforms like and intercharge. Even back then, central requirements for technology transformation and the interplay between digital technologies and their translation into 'entrepreneurial reality' were evident. It's essential to understand that I'm not just a theorist. Rather, I love making business models even more successful through digital technology. My dissertation substantiated and academically underpinned my practical experience, showcasing the synergy between theory and real-world applications. In my further career as VP Emobility at E.ON and as CCO at a sustainability investor, the results of my theoretical work at RWTH have served me well. Given the rapid advancements in the sector, what do operators and solution providers of charging infrastructure need to consider? Dr. Andreas Pfeiffer:  From my perspective, scalability, flexibility, and user experience are key. As the number of electric vehicles grows, the infrastructure must adapt. This is where solutions like Hive Power's come into play. They offer the adaptability and efficiency required for operators to provide a seamless charging experience. Especially when advising companies in the energy and mineral oil industry, I realize time and again how important it is to know the possibilities of the digital world, to have the right tools and mindset in the team and to use these in a targeted manner in order to implement business models that are successful and can really scale. Mr. Corbellini, from your perspective, why should solution providers consider integrating a solution like Hive Power's? Gianluca Corbellini: Today's emobility landscape demands solutions that are not only efficient but also adaptive. Our platform offers real-time adaptability, ensuring that as user patterns change, the infrastructure can adjust. This not only enhances user experience but also ensures optimal energy consumption, leading to cost savings. Many EV drivers are keen on understanding the tangible cost savings and practical benefits they can expect. Could you elaborate on how Hive Power's solutions address these concerns? Gianluca Corbellini: Of course. At the heart of Hive Power's solutions are dynamic pricing and demand response. By predicting peak demand times, our AI-Engine FLEXO adjusts charging schedules, allowing EV drivers to capitalize on off-peak rates, leading to substantial cost savings. Additionally, our system ensures optimized charging by analyzing user patterns and grid conditions. This not only prolongs battery life but also ensures that EVs are charged efficiently, further reducing costs and enhancing the overall user experience. It's evident that both of you, as experienced managers and founders, bring a wealth of knowledge and experience to the table. How do you see the collaboration between tech providers and consulting firms in this domain? Gianluca Corbellini: Collaboration is key. While we provide the technological solutions, companies like Greenventors bring market context and understanding. It's about forging synergies to deliver maximum value. Dr. Andreas Pfeiffer:  Exactly. It's not just about having stellar technology. It's about how this technology is integrated into genuine business solutions. An objective third-party perspective, especially from a experienced as well as entrepreneurial consultant, is crucial. Dr. Pfeiffer, considering the potential of a solution like Hive Power's, what steps should providers take beyond merely identifying its potential to successfully implement such a solution? Dr. Andreas Pfeiffer: That's a crucial question. Identifying the potential of a solution is just the starting point. First and foremost, there needs to be a clear understanding of the specific needs and challenges of the provider's infrastructure and customer base. This ensures that the solution is tailored to address these specific needs. Secondly, there should be a comprehensive integration plan. This involves technical integration, ensuring that the solution seamlessly fits into the existing infrastructure, and also operational integration, training the staff and ensuring that there are clear protocols in place. Furthermore, continuous monitoring and feedback loops are essential. This ensures that the solution is not only implemented but also optimized over time, adapting to changing conditions and user behaviors. Lastly, I believe that communication is key. Both internal stakeholders and end-users should be kept informed about the benefits of the new solution, ensuring buy-in and maximizing its utilization and impact. This also includes adapting the solution if necessary. As we wrap up this enlightening conversation, it's evident that the future of emobility hinges on the seamless integration of innovative technologies with strategic business models. Both Mr. Corbellini and Dr. Pfeiffer have underscored the importance of collaboration, adaptability, and a deep understanding of market needs. Their shared passion and commitment to driving change in the sector are truly inspiring. As the landscape of electromobility continues to evolve, it's clear that visionaries like them will be at the helm, guiding us towards a more sustainable and efficient future.

  • Emobility: Team culture & organizational development

    In the emerging world of emobility, where technological advances and changes are the order of the day, one thing is often neglected: the development of a healthy, agile organizational culture. Appropriate organizational development is not just a necessity, but a crucial tool for the success of the often newly founded units. In this special edition of 'Behind the Scenes' we delve deeper into the world of team and organizational development in the context of this new market. We have with us today two experts in their respective fields. First of all, I would like to welcome Marc Rogowski, a renowned psychologist, coach and organizational developer. Mr. Rogowski has an impressive background in systemic human resources and organizational development and has long been supporting companies with his consulting company "Choreoo - the human side of change" on questions relating to the development of effective teams. I would also like to warmly welcome Dr. Andreas Pfeiffer, experienced manager and business innovator, and owner of the management consultancy greenventors. Welcome, Mr. Rogowski and Dr. Pfeiffer. Mr. Rogowski, what importance do you attach to team culture and team spirit for the success of teams, especially in such a pioneering area as electromobility? Mr Rogowski: Team culture and spirit are crucial for every team. They form the glue that holds a team together, especially when it goes through the typical, sometimes challenging development phases - from formation to conflict to smooth collaboration. In an innovative field like electromobility, where things change agilely and teams often grow and are built just as quickly, these phases are even more critical. In addition, relatively new units often compete here - but they are attached to an existing, established organization. You should then work in the spirit and speed of a startup, while at the same time respecting the framework of established organizations. This creates additional tension. You talk about different development phases. How can managers support their teams to move through these phases efficiently? Mr Rogowski: First of all, as a manager it's about being aware of the respective phase of your own team. For example, in the early stages, teams are often very enthusiastic, but can also be chaotic. Here you need clear structures and framework conditions. In later phases, when conflicts may arise, it is important to address and clarify them openly. A good team is characterized by a high level of maturity in which all members work together efficiently and trustingly. To achieve this, you need clear communication, psychological safety and the willingness to continually work on yourself. Thanks for this explanation. Could you explain these phases in more detail and show us how they are particularly relevant in the context of electromobility? Mr Rogowski: I would be happy to go into the individual phases in more detail. First there is the formation phase, in which a team finds itself and gets to know each other. At this stage, relationships are often polite and superficial as members are still unsure and want to find their place. This is followed by the phase of conflict or storm, during which disagreements and friction may arise. This phase can be particularly intense considering how new and unknown the field of electric mobility is to many and how many different backgrounds and perspectives are at play. That sounds challenging. How does a team move from this conflictive phase to effective collaboration? Mr Rogowski: Through clarifying leadership that does not shy away from conflicts, but actively addresses and resolves them. This is not always easy, and sometimes you need external advice, coaching or a few workshops. But then it succeeds. After the conflict phase comes the norming phase, in which the team begins to gain clarity about roles, responsibilities and expectations. It develops rules and processes to work effectively. Finally, when these norms are firmly established, the team enters the performance phase, where they work together efficiently and harmoniously. It is the point at which the team really begins to develop its full potential in the field of electromobility. It is not about 'fixing' individual members of the team, but rather about recognizing patterns that influence team dynamics and understanding how these patterns can be used to the team's advantage or can be redesigned can. Marc Rogowski That's interesting. Could you tell us more about how systemic coaching can support these processes? Mr Rogowski: Of course. Systemic coaching is a counterpart to well-known expert advice, which often approaches problems with ready-made solutions. Which usually doesn't work in the long term. Our type of coaching looks at the team as a whole, in the context of its environment. It is not about 'fixing' individual members of the team, but rather about recognizing patterns that influence team dynamics and understanding how these patterns can be used to the team's advantage or can be redesigned. Dr. Pfeiffer, you closely followed Marc Rogowski's comments on team development. From a manager's perspective, how do you interpret the phases of team development described and their significance in the context of electromobility? Dr. Pfeiffer: Marc's insights into the team development phases are very apt, especially in the rapidly changing environment of electromobility. It is crucial as a leader to recognize what phase the team is currently in. In the early stages - and this can be joining a team as a "new boss" or completely rebuilding an area - when everything is new and exciting, I see it as an important task to offer orientation and set initial structures. This gives the team security and a clear framework for excelling in their performance. In the early stages, when everything is new and exciting, I see it as an important task to offer orientation and set initial structures. This gives the team security and a clear framework for excelling in their performance. Dr. Andreas Pfeiffer You talk about orientation and structure. How do you deal with conflict phases when differences of opinion or points of friction arise in the team? Dr. Pfeiffer: Conflicts are often unavoidable in team dynamics and can even be constructive if they are handled correctly. During these phases, my role is to listen to the team, intervene and ensure that we pursue common visions and goals despite differences of opinion. It's essential to create clear lines of communication and remind the team that we all share the same overarching purpose: to revolutionize mobility. If we now change the perspective: As an interim manager, you are not firmly anchored in the organization, but come on board for a certain period of time. How do you interpret the team development phases in this context, and what differences or challenges do you see compared to the role of a permanent manager? Dr. Pfeiffer: As an interim manager you actually have a slightly different perspective. You often come to a company in phases of upheaval or change. Awareness of the team development phases is also crucial here. Perhaps the biggest difference is that as an interim manager you have the advantage of a fresh outside perspective. This can help break old patterns more quickly and create new impulses. However, the challenge often lies in gaining the trust of the team in a short period of time. It is important to communicate quickly that you have the well-being of the team and the company in mind and that you want to contribute constructively to development, even if you are only on board temporarily. A central aspect of my work is to enable managers to better understand themselves and their team, to create spaces for reflection and to develop solution-oriented paths. Marc Rogowski Mr Rogowski, you work as a systemic coach and organizational developer. What exactly do you do when you accompany managers in these complex situations? Mr Rogowski: In my work with managers, I first focus on gaining a deep understanding of their individual challenges and goals. Systemic coaching makes it possible to look at both the individual and the relationships and dynamics in the team. A central aspect of my work is to enable managers to better understand themselves and their team, to create spaces for reflection and to develop solution-oriented paths. It is important to me to develop concrete action steps together that both enable short-term success and contribute to further development in the long term. That sounds like very fulfilling work. Why do you enjoy coaching executives in electromobility so much? Mr Rogowski: It is important to me to support people and organizations in such a dynamic and forward-looking field as electromobility. It's not just about overcoming technological or economic challenges, but also about helping teams and individuals develop their full potential. Every time I see the positive changes that come from our work together, it confirms to me how valuable and effective coaching can be. And if I can contribute a little to the energy transition, that makes me even happier. Dr. Pfeiffer, you have worked intensively on the various facets of emobility. How do technical content, technical knowledge and customer behavior in mobility interact in your work? Dr. Pfeiffer: Emobility is an interdisciplinary field. It is not enough to have only technical or energy industry knowledge. You also have to understand customer behavior in order to develop and market successful products and services. Team member interaction and performance are closely related and critical to success, especially when you work with such heterogeneous teams as I do. No matter whether the team members have a heterogeneous corporate background or are fresh out of university - we are all looking for something meaningful in common. Dr. Andreas Pfeiffer You have worked with many different teams in your career. How do you manage to form a coherent team from such heterogeneous groups? Dr. Pfeiffer: From my perspective, it's all about creating a shared vision and clear patterns of action. Regardless of whether the team members have a heterogeneous corporate background or are fresh out of university, we are all looking for a meaningful common ground. I love working intensively with my employees and developing a vision together. The key is to not only make them feel like they are part of something bigger, but to actually live it by developing the vision and themselves - as a team and as individuals. Finally, could you each formulate a suggestion for action for managers on how to succeed in the new situation of emobility? Mr. Rogowski: Sure, my suggestion: invest time and resources in developing your teams. This is an investment that pays off several times over. And it's not just about technical training, but above all about developing team culture and dynamics. Dysfunctional teams are very costly and difficult to heal. My advice is to invest early to ensure a good start. Dr. Pfeiffer: My suggestion would be to always take the time to talk with the team about the vision and goals together. It is important to understand vision and goals as a development process. And create spaces where open communication and feedback are possible. This creates trust and binds the employees. Emobility is a fascinating and challenging field that is constantly changing. But despite all the technological advances and market changes, one thing remains constant: success depends largely on people - on teams that work together effectively and organizations that adapt and grow. Like Mr. Rogowski and Dr. Pfeiffer emphasized today, a strong team culture, systemic coaching and an understanding of the organization's level of maturity are crucial factors for success in this dynamic environment. From this article, both experts would like to give managers in electromobility three essential and concrete tips for action: 1. Invest in team development: Leaders should consciously invest in the development of their teams, both in terms of professional development and in terms of team culture and dynamics. Awareness of the different team development phases and providing support during these phases, whether through coaching or other intervention methods, is crucial 2. Developing a Shared Vision: It's important that leaders regularly communicate with their teams about the company's vision and goals. Constant reflection and adjustment of these visions and goals enables the teams to develop further and adapt to the changing requirements of electromobility. 3. Encourage open communication and feedback: Open dialogue and clear lines of communication are crucial to building trust within the team and effectively managing disagreements or points of friction. It's important to create spaces where employees can give feedback and express their concerns. This not only promotes trust, but also overall team dynamics and efficiency.

  • Emobility for commercial fleets – from requirements to future solutions

    Insights and outlook from the webinar on November 8th, 2023 Welcome to another edition of "Behind the Scenes", where today we share the dynamics and lively discussions of our recent webinar "Electromobility for Commercial Fleets - from the requirement to the future solution" pick up. On November 8, 2023, we said goodbye to the traditional way of presenting and instead created a platform for real conversations. It was a day without Powerpoint battles, but with in-depth dialogues between true pioneers in the industry. Our guests, Armin Humer, Dr. Carsten Suckrow and Carolin Paech, shared their valuable insights and experiences, which not only illuminated the practical implementation of electromobility in commercial fleets, but also the joy and commitment behind this pioneering movement. In today's interview, we reflect on the key moments of the webinar and delve deeper into the world of electromobility to understand how it works, what challenges there are and how funding programs can make the transition easier. Dr. Andreas Pfeiffer: Welcome to “Behind the Scenes”, where today we review the exciting moments of our webinar from November 8th, 2023. It was a refreshing change from the usual Powerpoint battles - real conversations with real people who not only gave us all valuable insights, but also a lot of joy and fun in electromobility. We are proud to have hosted this webinar and to have hosted experts such as Armin Humer, Dr. Carsten Suckrow and Carolin Paech for this discussion. Today we will share our experts' experiences and insights to understand how electric mobility can work in commercial fleets and the role funding plays in this. Let us briefly introduce the panel again. Armin Humer: Thank you, Andreas. I am Armin Humer, Sustainability Manager at DB Schenker. I have been working in the logistics industry for over a decade and have experienced and helped shape the change towards more sustainable transport solutions. I'm happy to share some of our experiences today. Dr. Carsten Suckrow: I am Dr. Carsten Suckrow, and I am head of the EV Fleet & Depot division at ARAL AG. I have been working in the e-mobility services market since 2016. I am looking forward to discussing how traditional energy companies like ARAL can support the mobility transition. I look forward to discussing how traditional energy companies like ARAL can support the mobility transition Carolin Paech: I'm Carolin Paech and I work at the Nationale Leitstelle Ladeinfrastruktur, where I am responsible for the design of various funding and financing instruments for the expansion of charging infrastructure. My job is to support the implementation of our funding programs and ensure that they help companies achieve their electromobility goals. Dr. Andreas Pfeiffer: I would first like to come back to the format of our webinar. We have seen that a dialogue format without PowerPoint presentations allows for a deeper and more authentic discussion. How did you experience that? Armin Humer: I found it very pleasant. It allowed us to share our experiences and challenges directly and unfiltered. For example, we talked about the need to involve our partners and customers in the process of electrification in order to reduce CO2 together. Dr. Carsten Suckrow: I agree. It was a great opportunity to discuss the practical aspects of electromobility, such as the need for innovative, robust backend software for managing the charging infrastructure. Carolin Paech: And it also showed how important it is is to have transparency about the costs and operation of the charging infrastructure, which is a central aspect of our funding programs. Armin Humer: All in all, it was a really refreshing experience to be able to talk directly and without foils. At DB Schenker, we are facing the challenge of making our transportation activities emission-free. We have already made progress, such as the implementation of DC charging stations across Germany to create a nationwide charging infrastructure. We face the challenge of finding the right balance between the availability of electric vehicles and the necessary charging infrastructure. Another point was cost-effectiveness - how we ensure that the total cost of ownership (TCO) remains competitive. At ARAL AG we have already installed an impressive number of charging points and plan to further expand our capacities. It is important that our customers have access to a reliable charging infrastructure, and we are proud to be Germany's best charging provider. - Dr. Carsten Suckrow (ARAL pulse) Dr. Carsten Suckrow: Yes, that's true. And at ARAL AG, we have already installed an impressive number of public charging points and plan to further expand our public charging capacity. It is important that our customers have access to a reliable charging infrastructure and we are proud to have been named Germany's best charging provider by the trade magazine Connect in October. From the Nationale Leitstelle Ladeinfrastruktur, we offer support through funding programs. It is crucial that both large companies such as DB Schenker and ARAL AG and SMEs receive the necessary funding to expand their infrastructure and drive forward electromobility. - Carolin Paech (Nationale Leitstelle Ladeinfrastruktur) Carolin Paech: Exactly, and on the part of the Nationale Leitstelle Ladeinfrastruktur, we offer support through funding programs. It is crucial that both large companies such as DB Schenker and ARAL AG and SMEs receive the necessary funding to expand their infrastructure and drive forward electromobility. Dr. Andreas Pfeiffer: I would also like to draw attention to a specific application case that we saw at Meffert AG Farbwerke, where we act as a strategic sparring partner accompanied the introduction of electromobility [link to interview behind the scenes]. This shows that electromobility is feasible and that funding is a positive secondary condition for early scaling. With good project management and the necessary support expertise, electromobility is not a problem today. An important point is the energy supply, for example through photovoltaics. Meffert AG Farbwerke has implemented this excellently by equipping their roofs with PV in order to supply their fleet and operations with locally generated energy. Carsten, how do you see that? Dr. Carsten Suckrow: One of the biggest challenges in providing charging infrastructure for operational use is the grid connection. If the grid connection is too small, we rely on stationary or dynamic load management in order to use the existing grid capacities efficiently, we also consider battery-based solutions. Nevertheless, Meffert's approach here is coherent and, for us, fits fully into the idea of the holistic mobility & transportation ecosystem. Dr. Andreas Pfeiffer: Armin, in the webinar you talked about the challenges at DB Schenker. Can you explain your main points to us again? Armin Humer: Sure, Andreas. At DB Schenker, we view electromobility as an essential part of our sustainability strategy. The challenges lie primarily in the planning and implementation of the charging infrastructure. But with good project management and the right support it is definitely doable. Dr. Andreas Pfeiffer: Armin, but something very central stuck in my mind. You mentioned in the webinar that drivers play a central role in the transition to electric vehicles and it is important to take them with you on this journey. Could you go into more detail about how DB Schenker designs share and stakeholder management, especially with regard to the drivers of electric vehicles? We at DB Schenker see the drivers of our vehicles not just as employees, but as key stakeholders in the process of electrifying our fleet. It is critical that we understand their needs and concerns to ensure adoption and smooth deployment of electric vehicles. - Armin Humer (DB Schenker) Armin Humer: Yes, that is a very important point. At DB Schenker, we see the drivers of our vehicles not just as employees, but as key stakeholders in the process of electrifying our fleet. It is critical that we understand their needs and concerns to ensure adoption and smooth deployment of electric vehicles. We have found that drivers are reacting very positively to the new electric trucks. Driving is more pleasant, and in times of driver shortages it is even more important to create attractive working conditions. We rely on close collaboration and communication with our drivers to ensure they feel comfortable and receive the support they need. This also includes establishing feedback loops in which drivers can share their experiences and make suggestions for improvements. This approach helps us to address any fears and actively involve drivers in the transformation process. Ultimately, our goal is for drivers to see electric vehicles as an asset rather than a burden. Dr. Andreas Pfeiffer: Armin, can you tell us again about a specific challenge that DB Schenker had to overcome when transitioning to a zero-emission fleet? Armin Humer: Sure, Andreas. One of the biggest challenges was scaling our charging infrastructure. We initially had a fleet of electric vehicles, but not enough charging stations. I remember a situation where we had to improvise because a vehicle needed to be charged in the middle of a shift. We quickly learned that careful planning of routes and loading times is crucial. Today we have a sophisticated system that allows us to manage our fleet efficiently. Dr. Andreas Pfeiffer:Armin, let's go over the route planning again. You explained how you at DB Schenker deal with the challenge of range anxiety and route planning? How do you ensure that the vehicles are used efficiently and at the same time the drivers feel comfortable? Armin Humer: You're right, the topic of range anxiety is special important in the beginning to provide support and minimize fear. We use local transport vehicles with a range of up to 300 kilometers and choose routes of up to 200 kilometers. This way we ensure that a buffer of at least 20% always remains. It's also about learning to analyze and optimize consumption with the vehicles. We have to be more active in planning routes than we are currently used to and keep a closer eye on where to park and charge. It is a learning process, both for the drivers and for us as a company, to efficiently integrate electromobility into our logistics processes. Dr. Pfeiffer: This is a great example of the importance of flexibility and adaptability. Carsten, how does ARAL deal with the challenge of providing a reliable charging infrastructure for commercial fleets? Dr. Carsten Suckrow: Andreas, we have recognized that providing a charging infrastructure is more than just setting up charging stations. It's about creating an ecosystem. A key moment for me was when we launched our first ultra-fast charging station and I saw a fleet vehicle charge in under 30 minutes. That was the moment I knew we were on the right track. Dr. Pfeiffer: That sounds like a real turning point. Carolin, how do the funding programs of the Nationale Leitstelle Ladeinfrastruktur support companies at such turning points? Carolin Paech: Our funding programs are aimed at helping companies make the transition to facilitate. We offer financial support for the installation of charging infrastructure and advise on best practices. To achieve this, we work on the basis of data and focus on the user. This is the only way that financial support can have an impact! Dr. Andreas Pfeiffer: Interesting. Carolin, let us go into this in more detail. In addition to financial support, what key points do you bring from the Nationale Leitstelle Ladeinfrastruktur into the electric mobility cycle? Carolin Paech: You're right, financial support is a important aspect, but we see our role as going far beyond that. A decisive lever lies in the public sector, especially in municipalities. They are the players who can promote and accelerate electromobility locally. It's not just about money, but often about knowledge transfer and introducing people to the topic, including setting up charging infrastructure. We at the Nationale Leitstelle Ladeinfrastruktur work every day to support municipalities with various tools and knowledge offerings. Our goal is to give them the necessary know-how so that they can effectively advance electromobility. With the right planning, support and funding, switching to electric mobility is a feasible step towards a more sustainable future. The discussions and experiences of our guests provide valuable insights and strengthen our belief that the mobility transition is an achievable future. - Dr. Andreas Pfeiffer Dr. Andreas Pfeiffer: Thank you again for your contributions to the webinar and the time you provided for this interview. It is clear that electromobility represents a challenge, but also offers great opportunities. With the right planning, support and funding, switching to electric mobility is a feasible step towards a more sustainable future. The discussions and experiences of our guests provide valuable insights and strengthen our belief that the mobility transition is an achievable future. Conclusion Today's conversation with our experts showed once again that the path to electromobility is paved with challenges, but is definitely feasible and worthwhile. The insights from Armin Humer, Dr. Carsten Suckrow and Carolin Paech make it clear that with the right planning, committed project management and the use of available funding programs, electromobility is not just a vision, but a viable future for commercial fleets. The enthusiasm and commitment of our guests are contagious and show that the mobility transition is more than just a change in drive technology - it is a step towards a more sustainable and responsible way of doing business and living. We thank our guests for their openness and enthusiasm and look forward to continuing to advance electromobility together. Background resources Behind the scenes "Pionier Medium-sized companies – Meffert AG goes E" Link to the video of the Webinar 08.11.2023 15:00-16:30 Uhr (german)

  • Pioneer SME - Meffert AG goes E

    Welcome to our "behind the scenes" series today with Meffert AG Farbwerke. Since its foundation in 1947, the group of companies headquartered in Bad Kreuznach, Rhineland-Palatinate, has developed into one of Europe's most efficient manufacturers of paints, coatings, plasters and sealants. Like all market players, Meffert AG is also faced with the task of developing sustainable business practices. In the following interview, we therefore turn our attention to another specific measure within its "lean&green" sustainability initiative - electromobility for the commercial fleet. We will dive deep into the process, which ranges from conception to implementation. The key strategies and challenges involved will be highlighted for you, providing examples of how active environmental protection and operational efficiency go hand in hand. Join us in conversation with Dr.-Ing. Ronald Große, who played a key role in the development and project planning, and Dr. Andreas Pfeiffer, who supported the project as a strategic consultant from greenventors GmbH. Dr. Große, could you give us an overview of the scope of the fleet conversion? How many vehicles have been converted and what is planned for the future? Dr. Große: The goal is to convert our company fleet of around 150 vehicles to almost 100% electric vehicles in the next 6 years. We started the project in mid-2022 and initially used an online survey to determine various user profiles of our company car drivers. Two of these user profiles are already particularly suitable for switching to an electric vehicle. We have therefore already been able to convert around 30 company vehicles to electric vehicles. A further 40 vehicles are currently on order and we are planning to use them in 2024. We are taking various deployment scenarios into account in order to maximize the efficiency and availability of the vehicles. What application scenarios are these and how were they taken into account in the project? Dr. Große: We have identified three main usage scenarios: Charge at Home for our field staff, Charge at Office for the pool vehicles and Charge enRoute for long-distance journeys. For Charge at Home, we have launched a support program for our employees that supports the installation of wallboxes at home. Charge at Office was realized by setting up an intelligent charging infrastructure on our premises in conjunction with a massive PV expansion. And for Charge en Route, we have partnered with charging providers along our employees' main routes. The basis for all charging processes is a flexible backend, which generates the information our fleet manager needs for his daily work at the push of a button. I would like to emphasize that it was important for our project team to create maximum acceptance for the topic among all stakeholders. This can only work if you have already identified the employees' questions and fears and prepared the appropriate solutions for them. Dr. Pfeiffer, after Dr. Große told us about the successful electrification project of Meffert AG Farbwerke, we would like to find out more about how greenventors structures such a project. Dr. Pfeiffer: Our "EV Integration Methodology", which we have developed and tested in practical projects, follows a seven-step process. We start with a needs analysis, followed by comprehensive stakeholder management. We then develop a detailed concept that moves into the planning phase. After planning, the implementation of the infrastructure follows. Once this is in place, we focus on operation and maintenance and complete the cycle with evaluation and scaling in order to continuously improve the infrastructure and adapt it to growing requirements. Dr. Große, your project at Meffert is a prime example of sustainable innovation. Can you give us some numbers that support this success? Dr. Große: By switching to electric mobility, we will reduce the CO2 emissions of our company car fleet from around 800 tons per year to significantly less than 300 tons. This corresponds to a saving of around 500 tonnes of CO2 per year - that is as much as a forest with 4000 trees can absorb in a year, which corresponds to around 4 hectares of forest. Dr. Pfeiffer, in your opinion, who are the relevant stakeholders and shareholders in such an important sustainability project? Dr. Pfeiffer: A project of this magnitude affects many areas of a company and beyond. In addition to the employees and the company management, who have to offer a vision and support, the fleet manager and the facility managers are key figures. They are the ones who know the day-to-day operations and ensure that the transition goes smoothly. In the specific case of Meffert AG, the trusted house and farm electrician was also a crucial stakeholder. His expertise and commitment were essential for the successful installation and maintenance of the charging infrastructure. Dr. Große, how much charging infrastructure has been implemented at Meffert? Dr. Große: There are now more than 50 parking spaces with access to AC charging infrastructure and a 150kW HPC available for the company vehicles at the headquarters in Bad Kreuznach. All other German locations were also equipped with charging infrastructure. This number may seem high at first, but we have chosen a future-proof strategy that already takes into account the planned expansion of the fleet. In addition, the management has decided that our field staff will receive internal funding to compensate for the loss of KfW funding for private charging stations. This ensures that our field staff can charge their vehicles overnight, guaranteeing optimal availability for the next working day. Compensation is made in a tax-compliant manner based on data from our backend system. Dr. Pfeiffer, how do you assess the importance of such an infrastructure for the future of electromobility in companies? Dr. Pfeiffer: A robust charging infrastructure is the backbone of electromobility in every company. It is not only crucial for daily operations, but also a visible sign of the company's commitment to sustainability. Meffert has sent a clear message here and created an infrastructure that meets not only current but also future requirements. At the same time, it is exemplary how Dr. Große and the Meffert team have thought about the topic of “renewables” here! Dr. Große, how were the employees involved in the realization of the project? Dr. Große: The employee survey at the beginning was a key to success. We understood not only their preferences and concerns, but also their willingness to actively participate in the design of the project. Through dialogue with the company car drivers, we were able to recognize early on that the possibility of fast charging at the headquarters in Bad Kreuznach was the key element for acceptance. Some of our employees became electromobility ambassadors, informing their colleagues about the advantages and how to use the new vehicles and the charging infrastructure. Dr. Große, how did the funding for electromobility influence the change at Meffert? Dr. Große: The various subsidies have enabled us to reduce the initial costs for converting the fleet and setting up the charging infrastructure. But it wasn't a necessary criterion for us. The change would have occurred even without funding. The installation of PV systems at our locations combined with constantly rising fuel prices make the project lucrative even without funding. Nevertheless, the funding for the charging infrastructure and the purchase bonuses for electric vehicles have made the investments much more attractive for us. At the same time, the incentives for company car taxation from the employee side drove the issue. This has encouraged us to act faster and more comprehensively than we would have done without this financial support. It was an important catalyst that helped us advance our commitment to sustainability and innovation. Dr. Pfeiffer, how do you generally see the long-term effects of such projects on operating costs? Dr. Pfeiffer: Like Dr. Große has already explained, the switch to electromobility and self-generation of electricity not only makes sense from an ecological point of view, but also economically. In the long term, companies like Meffert can significantly reduce their operating costs, particularly by reducing fuel costs and maintenance expenses. The use of solar power also improves the energy balance and contributes to independence from energy price fluctuations. What is crucial here is that intelligent energy management automatically controls and optimizes overall energy management by comparing operational requirements, for example in production, with the needs of the charging infrastructure. In the long term, approaches such as vehicle-to-grid can also lead to further energy cost optimization in practice. Dr. Pfeiffer, could you give us an overview of the currently available funding for electromobility and which of them are particularly useful for companies? Dr. Pfeiffer: There are currently a number of funding programs that are very attractive for companies. These include purchase bonuses for electric vehicles, which directly reduce acquisition costs. There are also extensive subsidies for the development of charging infrastructure, which can cover up to 90% of the eligible costs. These subsidies are particularly useful because they not only reduce initial costs, but also support long-term operating cost optimization. There is also funding for the creation of electromobility concepts that help companies plan the switch strategically. These programs are essential to promote electromobility on a broad scale and to make it easier for companies to get started. If you hear this, Dr. Pfeiffer, do you think that early entry into electromobility makes sense regardless of funding? Dr. Pfeiffer: Absolutely. The example of Meffert AG shows this impressively. Even without funding, getting started with electromobility is a wise decision. In the long term, the electrification of vehicle fleets leads to significant savings in operating costs, particularly through lower fuel and maintenance costs. It also improves the image of a company as sustainable and future-oriented, which in turn strengthens brand perception. Grants are helpful, but the real driving force should be a long-term strategy that aims at efficiency, cost savings and sustainability. Today we have been given a deep insight into the transformative journey of Meffert AG Farbwerke, which has grown from a small family business to a leading player in the paint and coatings industry. With a focus on sustainability and efficiency, Meffert has taken a significant step by integrating electric mobility into its commercial fleet. This project, led by Dr.-Ing. Ronald Große and supported by Dr. Andreas Pfeiffer from greenventors GmbH as a strategic sparring partner, shows that environmental awareness and operational efficiency can go hand in hand. The switch to electric vehicles and the installation of an extensive charging infrastructure are not only a commitment to environmental protection, but also a strategic move that promises long-term cost savings. Meffert AG has proven that with the right project management, the involvement of all relevant stakeholders and the use of available subsidies, such a conversion is not only feasible but also economically advantageous. The "EV Integration Methodology" developed by greenventors can prove to be a valuable and field-tested tool to help companies electrify their fleets sustainably. The seven-step method provides a clear framework for the systematic implementation of electromobility projects and has proven itself in practice. With this project, Meffert AG has taken on a pioneering role and shown that the transition to a greener future is not just a question of technology, but also of vision and commitment. The savings of around 500 tons of CO2 per year are an impressive testimony to what can be achieved when a company acts decisively. The discussion today has also made it clear that electromobility is a challenge, but one that can be successfully overcome with a well thought-out approach and the right support. Meffert AG has shown a way in which companies can efficiently electrify their fleets and at the same time make a contribution to environmental protection. This project serves as an inspiration and blueprint for other companies that want to take the step towards a more sustainable future.

  • Rollout in focus: The hidden challenges behind the development of fast charging infrastructures

    Welcome to another episode of 'Behind the Scenes' at greenventors. As the world moves rapidly towards emobility, the question we ask ourselves is: What does it actually take to build a nationwide fast charging network? It's not just about the physical construction of charging stations. It's about hardware resources, personnel, logistical management and so many invisible cogs working together in the background. Today, we're diving deep into the importance of rollout management. To guide us through this complex topic, we spoke with Markus Klein of generation E, a leader in the deployment of charging infrastructure, and Maria Bouillet of greenventors, an expert in sustainability, energy and the mobility transition. Sit comfortably and let us take you behind the scenes of the electric mobility revolution! Listen to the post - here! Mr. Klein, what sets generation E apart from others in this up-and-coming industry? Markus Klein: First of all, there's our motto: There's no such thing as impossible. (Smiling)... I have to add "impossible almost doesn't exist". But seriously, we are often confronted with construction challenges - this applies to the desired execution details, but above all to time constraints. Especially at the change of quarter and especially now in Q4, the pace increases significantly. Our broad positioning over the entire project sequence from conception to commissioning enables us to support our customers very flexibly. A good rollout manager brings two things to the table: technical knowledge and the ability to translate that knowledge into practical results. It's like having an experienced pilot on board to steer the ship safely through stormy waters. - Maria Bouillet, greenventors Mrs. Bouillet, what specific added value does a greenventors rollout manager offer for operators of fast charging networks in the rapidly developing area of electromobility? Maria Bouillet: A good rollout manager brings two things with him: technical knowledge and the ability to translate this knowledge into practical results. It's like having an experienced pilot on board, steering the ship safely through stormy waters. Many customers want to provide components and then deliver them "just in time" to the construction site. If there are delays, the construction site is at a standstill and this causes costs. Markus Klein, generation E Mr. Klein, what are the typical "stumbling blocks" you encounter in the rollout management of HPC charging parks? Markus Klein: Oh, where do I start? It's often like a giant puzzle. The collaboration between so many parties - clients, planners, construction service providers, operators, network operators and authorities - can be complex. The stumbling blocks from the latter two have to be "priced in"; here we have minimal influence and have to arrange ourselves in the best possible way. Other stumbling blocks we can very well influence and permanently remove. This lies in logistics. Many customers want to provide components and then deliver them "just in time" to the construction site. If there are delays here, the construction site is at a standstill and this causes unnecessary costs and additional risks. We therefore offer to take over the storage and logistics for our customers and ensure that everything is in the right place at the right time. Mrs. Bouillet, in view of the recent award of the German network: Where do you see capacity-related bottlenecks among the operators of fast-charging infrastructure networks and how can greenventors support in this context? Maria Bouillet: We recognize that there can be bottlenecks when rolling out fast charging infrastructure networks, as communication with many different stakeholders has to be done at the same time. greenventors can support you with tailor-made solutions and advice. In fact, we see this as an excellent opportunity to take rollout management to a new level together. For me, [the ideal client] is someone who understands both the vision and the practical aspects of the project. They have clear requirements, but are also open to suggestions when challenges arise. - Markus Klein, generation E Mr. Klein, what makes the “ideal” client for you? Markus Klein: For me, it is someone who understands both the vision and the practical aspects of the project. You have clear requirements, but are also open to suggestions when challenges arise. It is important that you work hand-in-hand and that everyone brings their know-how or wishes to the location. What role does advice play in supporting charging infrastructure operators? Maria Bouillet: Organizational consulting is crucial here. It helps operators set up the right processes, clarify their vision, minimize risks and take advantage of opportunities. At greenventors we combine technical expertise with a deep understanding of the market to show our customers the best path forward. Organizational consulting is just one aspect of our holistic approach. We consider the entire value chain of a fast charging park - from the identification of the right location to the construction and operation of the charging park. Thus, our activities "energieparkmakler by greenventors" aim at identifying and contractually securing optimal locations, which in our view lays the foundation for a successful realization. - Maria Bouillet, greenventors Mrs. Bouillet, how important is organizational consulting in the context of your activities at greenventors? Maria Bouillet: Organizational consulting is only one aspect of our holistic approach. We look at the entire value chain of a fast charging park - from identifying the right location to building and operating the charging park. Thus, our activities "energieparkmakler by greenventors" aim at identifying and contractually securing optimal locations, which in our view lays the foundation for a successful realization. And how do you then support your partners and customers in the implementation and operation of these fast charging parks? Maria Bouillet: When it comes to implementing these projects, specialized partners like generation E are essential, and this is precisely where we can provide operators and investors with additional resources in project management and rollout management. After all, every charging park that is built also has to be operated. Here, too, we are ready and waiting: With experts who have years of operational experience. They not only help optimize existing processes, but also provide support in establishing new and more efficient processes. Our claim is to be a reliable support for our partners and customers from start to finish in order to successfully and sustainably realize electromobility. Mr. Klein, how do you see the future of electromobility? Markus Klein: Electromobility is more than just a trend; it is the future of transportation. With increasing environmental awareness and technological advances, the demand for fast charging infrastructure will continue to increase. Generation E will continue to be at the forefront of supporting and driving this revolution forward. Mrs. Bouillet, in conclusion: How can the collaboration between generation E and greenventors advance the electromobility revolution? Maria Bouillet: The combination of technical know-how from generation E and the consulting expertise of greenventors can form a powerful alliance to effectively promote electromobility. Thank you very much for the insightful conversation, Mr. Klein and Ms. Bouillet. It is fascinating to see how much planning, coordination and expertise goes into building a fast charging infrastructure. Thank you to our listeners for your time and interest. Until next time on 'Behind the Scenes' at greenventors! In today's episode of 'Behind the Scenes', we took a deep dive into the complex world of fast charging infrastructure. While the electromobility revolution is front and center, it's the behind-the-scenes effort, planning and coordination that make such a transformation possible. Mr. Klein of generation E and Mrs. Bouillet of greenventors walked us through the technical, logistical and strategic aspects of this evolution, and it's clear that it takes more than technology to succeed. It takes passion, expertise and collaboration. With companies like generation E and greenventors at the forefront, we can be optimistic about the future of electric mobility. It's conversations like these that remind us how much commitment and innovation is happening in the background to facilitate the transition to more sustainable mobility for all of us.

  • Emobility for Europe: Visions and Experiences

    Welcome to our new episode of greenventors' "Behind the Scenes", where today we take an in-depth look at the challenges and solutions in the field of emobility in Europe. Today we have the privilege to talk to two proven experts in this field, who also have a long combined experience in this environment: Mathias Wiecher, Chief Commercial Officer at E.ON Drive, and Dr. Andreas Pfeiffer, Founder and Managing Director of the independent management consultancy greenventors GmbH. Listen to the post - here! Welcome, Mr. Wiecher and Dr. Pfeiffer! To jump right in, could you please start by telling us about your experience in introducing emobility solutions? Mr. Wiecher: Thank you very much for the invitation. At E.ON Drive, we focus on home and on-the-go charging solutions for private customers on the one hand, and on customized electromobility solutions for companies on the other. The conversion of a company from a "fossil" vehicle fleet to an electric one should always be viewed holistically. We support our corporate customers with a 360° offer and take care of the charging infrastructure at the locations, charging rates for on the road and wallboxes for employees at home. Because in addition to the electric vehicle fleet, there also needs to be an intelligent, comprehensive charging mix. Dr. Pfeiffer: In my 14-plus years of experience in electromobility, I've had the opportunity to shape several corporate startups in this field and to serve as CCO at a sustainability investor. Today, these experiences are incorporated into my work at greenventors and position us as a strong partner for companies in the energy and petroleum sector that are in a transformation phase and are giving electromobility an increasingly central role in their business field. At E.ON Drive, we have teams working "end to end" on integrating emobility solutions into companies to ensure a seamless transition and effective business processes. - Mathias Wiecher Thank you very much for your insights. Could you now tell us about the development of corresponding business units? Mr. Wiecher: Of course, the development of such business units requires a strategic approach in which we focus on the specific needs and requirements of the respective markets: Where do the focal points have to be? What new competencies do we need to bring into the company? At E.ON Drive, we have teams working "end to end" on integrating emobility solutions into companies to ensure a seamless transition and effective business processes. We cover the entire value chain, from site analysis, hardware selection and installation to operations management. Throughout these individual steps, our customers always have fixed points of contact, because we are talking about complex projects here. This "big picture" also has to be factored into the setup of the business units. Dr. Pfeiffer: Indeed, the establishment and development of business units in this area is a multi-faceted task. At greenventors, we often work hand in hand with our clients to create the right structures and identify the necessary resources. In doing so, we rely on our experience in shaping corporate startups to develop viable and future-oriented business models. With regard to cross-border activity, what are the specific implications for the design of the organization, especially when looking beyond a national border and thus beyond a business unit? Mr. Wiecher: Due to our work in many different European markets, we rely on a multidimensional approach. It's about structuring the various business units in such a way that they are both effective locally and can work in a solution-oriented way with the specific, regional framework conditions and regulations, and also function harmoniously in a larger, international context. This requires close cooperation between the various international business units in order to create synergies and pursue a uniform strategy that takes into account the specific requirements and circumstances in the various markets, while at the same time moving us forward as a European player. Especially with regard to the different regulatory frameworks and market conditions [in different markets], it is crucial to create a flexible organization that is able to adapt quickly to changing conditions without losing sight of the overriding corporate goals. - Dr. Andreas Pfeiffer Dr. Pfeiffer: Of course, the cross-border orientation also brings challenges, especially with regard to the different regulatory frameworks and market conditions. It is therefore crucial to create a flexible organization that is able to adapt quickly to changing conditions without losing sight of the overriding corporate goals. At the same time, from a central perspective, it is important to ensure that customer solutions remain scalable. Working with Mathias at E.ON has shown me that a shared vision and a strong corporate culture are key factors here. Our shared vision of electrifying people's journeys and the joy of doing something good for people and nature drove us then as it does now. Mr. Wiecher, Dr. Pfeiffer emphasizes the need for a clear strategy and vision in the implementation of electromobility solutions. Could you tell us how E.ON Drive is putting this vision into practice and what role partnerships and interoperability play in this? Mr. Wiecher: At E.ON Drive, we strive to make the switch to sustainable mobility possible for everyone by offering innovative and user-friendly solutions. Partnerships are essential in this context, as they enable us to offer a wide range of services and create a seamless user experience. Because our systems and technologies and those of our partners and service providers need to work and communicate with each other, interoperability is a key aspect for us. One example of indispensable interconnectivity in electromobility and energy in general is the implementation of smart grids because they promote the use of renewable energy to ensure a sustainable and efficient energy supply. By combining smart grid and emobility technologies, we can ensure a reliable and environmentally friendly energy supply that meets the requirements of modern emobility. - Mathias Wiecher You also highlighted the importance of renewables and smart grids. Could you give us some insight into how these technologies support E.ON Drive's electric mobility solutions? Mr. Wiecher: Sure, the integration of renewables is a key component of our strategy. To make the best use of renewable energies, we need smart grids because they enable intelligent control of energy flows. By combining these technologies, we can ensure a reliable and environmentally friendly energy supply that meets the requirements of modern emobility. Dr. Pfeiffer, you emphasize the importance of scalability and adaptability in customer projects. Could you give us an example of how greenventors helps companies meet the challenges of scaling? Dr. Pfeiffer: Of course, in one of our projects, we helped a company to optimize and activate its sales unit for B2B customer solutions. A key aspect was to pick up the employees and bring an existing CRM system to life by making sure it was actively used. We also established active sales controlling to make success measurable. The focus was on the principle of "lead by example, get down to business and do it", coupled with the transfer of market and product expertise. This combination is what makes our magic. The focus was on the principle of "lead by example, get down to business and do it", coupled with the transfer of market and product expertise. This combination is what makes our magic. - Dr. Andreas Pfeiffer You talk about "getting down to business and getting things done". Could you explain to us how this principle is put into practice and how it helps companies achieve their goals? Dr. Pfeiffer: "Tackle and do" for us means being proactive and finding solutions rather than just identifying problems. In practice, this means working closely with our customers to understand their specific challenges and develop tailored solutions. In doing so, we rely on our experience and expertise to find the right levers and move companies forward in their development. It is a dynamic and hands-on approach that has proven to be very effective in a fast-growing market. In the dynamic world of emobility in Europe, Mr. Wiecher and Dr. Pfeiffer emphasize the importance of clear visions, strategic partnerships and adaptability. Both experts, representative of E.ON Drive and greenventors GmbH, rely on a proactive and customer-oriented approach to meet the challenges of the industry. Both experts emphasize the need to seamlessly integrate electromobility solutions into existing corporate structures and highlight the central role of renewables and smart grids. Driven by the shared vision of electrifying people's mobility and making a positive contribution to people and nature, they strive to develop innovative and future-proof solutions. Their long-standing experience provides a robust foundation for developing strategies aimed at advancing electromobility in Europe, with a focus on collaboration, innovation and sustainability.

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