• Role: Product owner, project manager
• Objective: Setup a technical partnership among 3 companies for the development and delivery of an IoT-based decarbonization reporting system.
• Challenge: Ensuring seamless sensor, software and analytics systems from different technical partners and keep stakeholders engaged throughout the process.
• Approach: Recognize key drivers of added value – mandatory corporate sustainability reporting requirements and need to de-risk against volatile energy prices. Mobilize technical partners identifying points of data exchange between system, and coordinate integration of system components into a scalable concept for offering to clients.
• Activities:
  • Initial client consultations to understand the need and objectives.
  • Identification and mobilization of technical partners capable of delivering the required system components.
  • Coordination among technical partners to ensure seamless integration between individual areas of knowledge.
  • Engagement sessions with stakeholders to keep them informed and involved.
  • Troubleshooting issues during initial R&D and integration
• Results: Successfully developed a PoC-ready, IoT-based decarbonization reporting system through a collaborative technical partnership that brought together IoT sensor network design, data analytics platform and customized sustainability reporting, meeting the client’s objectives and garnering positive feedback from all stakeholders involved.

• Role: Data analyst, project specialist
• Objective: Define a green transition readiness methodology for 4 EU Eastern Partnership (EaP) countries, in alignment with strategic themes of the European Green Deal.
• Challenge: Understanding the complexities of the developing economies of the 4 EaP countries, rescoping the project to focus on key sectors (i.e. energy) first due to limited project resources, and designing a methodology that incorporates best practices and lessons learned from similar green transition planning projects.
• Approach: Conduct thorough data research. Refocus resources in a customized methodology for country readiness assessment, accounting for tradeoff between economic sector size, individual country challenges and potential impact of green transition.
• Activities:
  • Detailed data research on unique challenges of the 4 developing countries.
  • Rescoping the project to prioritize key sectors in each country based on their specific needs and challenges.
  • Researching existing green transition methodologies to gather insights and best practices.
  • Applying lessons learned from other green transition efforts to the design of the new methodology.
• Results: Defined green transition readiness methodology and roadmap to prioritize sectors and project resources effectively.

• Role: Senior Manager
• Objective: Direct policy planning and develop a comprehensive demand side management strategy focusing on energy efficiency, energy storage, district cooling, water management, and digital technology use in infrastructure management across multiple utilities of a major city.
• Challenge: In the public sector resistant to change, align a multitude of stakeholders and their respective roadmaps to create a unified strategy. Coordinate work with external strategy consultants to ensure a cohesive approach.
• Approach: Engaged with external strategy consultants, support execution of multiple workstreams, mobilize internal and external stakeholders, and maintained regular reporting to the Board of Directors to ensure alignment and progress.
• Activities:
  • Initial review with strategy consultants to outline methodology approach and objectives
  • Conducting workshops and meetings to align multiple workstreams with stakeholders and their respective roadmaps.
  • Mobilization of internal and external stakeholders to ensure buy-in and active participation.
  • Progress monitoring and reporting to the Board of Directors to ensure transparency and alignment.
  • Development of a comprehensive demand side management strategy, integrating input from various stakeholders.
  • Creation of a calculation methodology for savings to evaluate the impact of the strategy.
• Results: Clear mid and long-term approach for the development of individual utility sectors on on city level. The strategy, alongside a robust calculation methodology for savings met with positive feedback from stakeholders and was integrated in downstream operational plans and roadmaps of city utilities.

• Role: Senior Manager
• Objective: Develop and launch a data-supported policy roadmap fostering a network of over 20 entities for promoting circular economy in Dubai.
• Challenge: Educate senior management on the concept of circular economy. Determine value added to target stakeholders, secure buy-in, and organize the initial joint coordination meetings.
• Approach: Developed and presented educational materials to senior management on circular economy, calculate value-added to stakeholders, prioritize stakeholders by size and impact, organize high-impact coordination meetings, leverage media attention to promote the initiative.
• Activities:
  • Educational sessions to senior management to showcase the concept of a circular economy, gain buy-in
  • Calculating value added to stakeholders using international benchmarks and local data
  • Developing a policy roadmap that outlines the steps and collaborations required to foster a circular economy.
  • Organizing first joint coordination meetings (14 entities involved)
  • Coordinating PR to cover the meetings and gain public support as value add to stakeholders.

Results: Successfully launched a policy roadmap that led to the creation of a network comprising over 20 entities dedicated to promoting a circular economy in a major global city.

• Role: Project Specialist
• Objective: Construct a procedural and financial model aimed at restructuring the national incentives for construction of renewable energy sources
• Challenge: Conducting process analysis, performing profit and loss analysis on a system level, calculating revised incentives, and gaining buy-in from decision-makers in a public sector environment heavily resistant to change.
• Approach: Visual process analysis and spreadsheet based financial modeling. Inputs gathering from institutions, government, investors and NGO stakeholders. Building a compelling case for the restructuring of national incentives to promote renewable energy for approval of high-level government decision makers.
• Activities:
  • Process analysis and as-is maping of structure of national incentives for renewable energy.
  • Constructing a detailed financial model to determine profit/loss timeline for all involved stakeholders, constructing revision scenarios for financial sustainability
  • Engaging with decision-makers to present the findings, explain the benefits of restructuring the incentives, and address any concerns or objections.
  • Navigating resistance of the public sector to gather support for the proposed changes.
  • Refining the financial model based on feedback from stakeholders and changing economic conditions
  • Documenting the entire process, findings, and recommendations in a comprehensive report for review by senior officials and other stakeholders.
• Results: Successfully constructed a comprehensive financial model that provided a clear roadmap for restructuring the national incentives for renewable energy, encompassing a total lifecycle cost of 4.5 B EUR. The project addressed the critical need for revised incentives to promote renewable energy, overcoming significant resistance within the public sector to gain buy-in from key decision-makers, thereby contributing to the broader national agenda of promoting sustainable energy solutions.
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• Role: Technical Consultant
• Objective: To develop a functional specification for a national energy performance management system for a stock of 5000+ buildings.
• Challenge: Structuring a comprehensive functional specification, aligning with key internal and external stakeholders, and integrating the specification into a Request for Proposal (RfP) for system development. Address total lifecycle cost.
• Approach: Use Unified Modeling Language (UML) to describe use cases, engaged with key stakeholders for alignment, and integrated the functional specification into an RfP, adding an evaluation criteria on annual maintenance cost, giving preference to open source solutions.
• Activities:
  • Conducting initial discussions with stakeholders to understand the requirements and expectations for the energy performance management system.
  • Structuring a detailed functional specification to outline the system requirements, functionalities, and expected outcomes.
  • Utilizing UML to describe use cases, aligning with key internal stakeholders to ensure priority use cases are fully addressed and in line with expectations.
  • Integrating the functional specification into an RfP, providing a clear guideline for potential developers on the system requirements.
  • Evaluating responses to the RfP and assisting in the selection of a qualified developer to build the system.
  • Providing continuous support and guidance during the development phase to ensure adherence to the functional specification.
• Results: Functional specification became integral part of RfP that led to the creation of a national energy performance management system for a stock of 5000+ buildings. The system, as specified, was developed and is still in use at the country level in 2023, showcasing the enduring value and effectiveness of the project in enhancing national energy performance management.