René Groot Bruinderink

FincoEnergies is an independent, leading provider of sustainable energy solutions. Our mission is to propel our customers’ transition towards a better world. I am leading the Carbon Management Division that delivers insetting services based on transportation based carbon certificates to reduce our customer’s emissions. Read more: https://blog.fincoenergies.com/news/one-company-for-a-better-world

With the expertise & motivation of +800 team members across 22 countries, we work with leading organizations to achieve a low-carbon reality. I lead South Pole's sustainability consulting and business development activities for the Netherlands and the UK with a focus on supporting companies on their sustainability journey. #OurClimateJourney

Guidehouse and Navigant merged in 2019. I was responsible for the Market Team dedicated to serve large multinational corporations - offerings included Energy and Sustainability consulting.

After my first year in the company I was promoted to lead the Global Transformation Offering Sustainability Solutions within Navigant's Energy Segment. I led a global team of 70 professionals, including P&L responsibility, business and capability development responsibility, combined with key account focus on global brands. Applied lean / agile principles to drive ownership, continuous improvement and strong global team spirit. Was liaison delegate on behalf of Navigant for WBCSD for three years.

Navigant had just acquired Ecofys, the leading sustainability consultant in Western Europe. I was responsible for the service line Sustainable Industries and Services in the Europe and Middle East region for the Ecofys / Navigant management consultancy. Managed a team of 35 professionals across Europe. Re-installed performance culture in the team and improved sense of belonging, ownership for collective results.

Member of the international management team of RWE Consulting, responsible for: - Account management of Essent (acquisition, quality assurance, overall P&L) - Team development of the den Bosch based consultants - Functional steering of halve of the international managers (UK, GER, NL) - Content based partner on various international projects (NL, BE, UK, GER, HU) - Management of Internal Engagement (value add work next to projects) within RWE Consulting - Competency development of RWE Consulting

Appointed in function after RWE – Essent deal closure. Objectives were twofold: firstly to set-up a small independent strategy team and secondly to integrate Essent Consulting into RWE Consulting. In total I led a team of 35 people (out of which six from the strategy team) during this transition phase. The main responsibilities that I took on include: - Set-up strategy team (guide people to other jobs and create team spirit) - Align strategy formation process of Essent with the RWE processes - Support the Board on strategy formulation in various areas - Daily management of the consultants in the former Essent Consulting Group - Responsible for P&L of the consulting unit and for the quality and acquisition of projects - Integrate Essent Consulting into RWE Consulting

Principal (most senior consulting role) and after a few months team lead for the Essent Consulting Group (Internal / in-house consultancy for Essent). Activities and responsibilities included: - Project acquisition, project scoping, prioritisation and project selection - Scheduling of staff, balancing individual staff needs with business requirements - Recruitment of new staff - Guiding staff to move to line management or externally - Coaching and evaluating staff according to appraisal process - Quality assurance of project work - Chairing management team of ECG and representing ECG to senior management Held key role in the process of finding an international owner for Essent with leading program roles in the areas of: - Overall program to get ready for future (readiness program) - Direct support of M&A staff in start of actual sales preparation - Set-up of information memorandum and dataroom

Member of Management Team of Supply Chain & Operations practice, responsibilities included business development, key account management, mentoring, knowledge management and training. Main projects and activities (mostly executed for members of the managing boards): - Program manager for finalization of turnaround program (9 months, 6 person team) - Analysis of various options to optimize printing capacity for publisher - Developing outsourcing strategies and tactics for large logistic service providers

Worked for clients within various industries, such as Electronics, Retail, Construction, Chemicals, Transport, Telecommunication, Food and Feed, Pharmaceutical and Medical Equipment. Member of the Strategy, Growth and Innovation Practice, activities include: - Developed a specialization in quantitative strategy, business modelling and pricing - Strategic positioning analysis and strategy development - Merger preparation, synergy and deal breaker assessments - Financial modelling for investment decisions and portfolio optimizations - Due diligences and market validations / investment justifications - Coaching of management teams of start-ups