Matt Hart

Responsible for the development of E.ON Next’s capabilities for developers and homeowners of newly constructed homes. Helping the UK to decarbonise its new homes and meet its ambitious house building targets.

Responsible for the strategy and continued development of the E.ON Next business following a successful migration of >8m customers to the platform.

Non-Executive Director and member of the Eco2Solar Board, helping them on their growth journey and decarbonising Britains newly built homes.

Reported directly to the UK CEO and worked with all UK Board members. Responsible for development of UK strategy and primary interface for our global strategy and innovation functions. Developed pathway for the UK strategy to meet its decarbonisation commitments and make the most from supporting the low carbon transition. Established the UK’s ESG capability and Science Based Targets. Responsible for the UK Hydrogen strategy and working with our external affairs team to develop our policy positions on heat decarbonisation. Worked in collaboration with all areas of the UK retail and low carbon solutions businesses. Responsible for a range of M&A due diligence activities.

Responsible for development of the overall business solutions strategy and specifically B2B commodity retail, heat networks, EV and low carbon solutions (e.g. heat pumps, BEMS, solar) strategy. Developed the strategy and economic analysis that led to the turnaround of profitability in E.ON’s SME and I&C businesses. Supported due diligence in readiness for the integration of nPower (Innogy) and E.ON UK. Established and led the development of SME operations of the E.ON Next migration March-June 2020. Carved out and restructured the Residential and SME operations of E.ON UK covering in order to prepare for migration to E.ON Next. June – September 2020.

In this role I was responsible for: • Managing the preparation and content for the annual PLC Board Strategy Day. • Working with the Executive team to clearly communicate findings, recommendations and strategy to the Board. • Developing investable business cases for Executive and Board approval that arise from market reform of the sector. • Programme managing strategy workstreams being covered in the strategy team. • Specific subjects I have analysed include: water industry model evolution; people strategy; AI, Data Analytics & Robotics; heat networks; biodiversity; retail strategy; and external trends scenario modelling, amongst other topics.

Following my return from Turkey I worked on a special assignment for the UK Board. Responsibilities included: • Development of a prioritised change plan for the UK regional unit for the next 3 years in order to meet stretching customer and financial KPIs. • Designing and constructing a transformation programme and transformation office for the UK. • Working with Strategy, HR, Finance and IT to build a mobilisation plan. • Working with the UK Board to develop an on-going governance structure for investment and change.

During my time at Enerjisa I built and led a team responsible for constructing all the processes that would allow the retail joint venture to operate successfully in the free market. The role and team had a remit covering all sales and marketing processes for 9.1m customers. Our regions included Istanbul, Ankara and the Syrian boarder region of Toroslar. This role taught me a great deal about operating in radically different cultures, developing skills in a market where they were absent, the tensions that exist within JVs and taking an organisation that began as a small business to one with scalable management structures to operate with in excess of 750 employees. Having built this team from scratch within 18 months we won E.ON’s first global award for customer experience development.

During this period I performed a dual role in E.ON Regional Unit UK Finance as both Finance Transformation Manager and Project & Investment Controlling Manager. In my transformation role I had a remit covering all processes that support the enduring financial management of the UK operations. Whilst in my controlling role, I was responsible for vetting and challenging all regional unit UK investment and for the on-going improvement of our investment processes.

B2B Strategy Manager (SME and I&C), E.ON UK. - Responsible for B2B Strategy for E.ON UK and for a variety of special projects and detailed reviews requested by UK Board members. - Developed strategy which resulted in Industrial and Commercial (I&C) division turnaround 2008-2010. - During 2010 I was also responsible for the development of the Sustainable Energy division's strategy for growth. - From April 2011 I was responsible for setting the strategy to turnaround performance of the SME business in addition to my other responsibilities in I&C. - Member of both I&C and SME Executive Committees and liaised regularly with UK Board and CEO.

Gartner IT Consultant aligned to the Business Consulting solution group with specialism in IT Strategy. My engagements included: - Conducting a European wide review of both process and technology architectures for a global pharmaceutical company - Developed a transformation roadmap to supplement an outsourcing programme, which was presented to and adopted by the European CIO - Developed a technology strategy for a UK government institution which was endorsed by the Commissioner and CxO team - Conducted a global review of IT governance, specifically relating to SAP, for a Japanese multinational.

During my time with Centrica I developed a broad understanding of the energy sector and was able to apply this through the IT that underpinned core business processes: - I was responsible for running the IS transformation programme with specific focus on cultural and behavioural change, on behalf of the Transformation Director and the Centrica Energy CIO. I undertook continuous stakeholder management activities with the IS management team, which incorporated the CIOs of British Gas Residential Energy, British Gas Business, British Gas Services and Centrica Energy. - I was seconded to the British Gas Design Authority where I was project manager for the construction of a 5 year strategy for the systems investment within British Gas in order to resolve issues with a troubled SAP implementation, which was subsequently endorsed by the board. At its peak this project contained a multidisciplinary team of 23 senior IT staff including system architects, analysts, accountants and regulatory specialists.

In this position I was located in Stuttgart, Germany, and responsible for English language marketing, competitor analysis, creation of adverts for Thieme Chemistry, production/distribution of direct marketing materials, representing the company at conferences and website development

During this CBD internship with Procter & Gamble I worked in the new business development section