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Building the business around innovation.

Roelof Reineman helps organisations across the EU energy sector turn promising ideas, pilots and programmes into operational business value by deciding where to focus, building the business around them, and scaling the capabilities that make them last.

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Where does innovation get stuck in your organisation?

Decide where innovation should become business.
decide

Decide where innovation should become business.

Your innovation priorities may be clear on paper. The harder question is where to focus resources, leadership attention and organisational energy so the right ideas, pilots and programmes become operational business value.
Deliver the business around innovation.
deliver

Deliver the business around innovation.

Promising ideas, pilots and programmes do not become business value by themselves. They need ownership, governance, operating routines and delivery capacity around them.
Scale the capabilities that make innovation last.
scale

Scale the capabilities that make innovation last.

Innovation creates lasting value only if the organisation can repeatedly improve and expand what works. Scaling isn't just about launching initiatives but building capabilities, routines, and conditions for innovation to become embedded in the business.

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Latest posts

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scale
Scaling Energy Innovation Is About Adoption, Not Growth
scale

Scaling Energy Innovation Is About Adoption, Not Growth →

Energy innovations rarely fail because pilots don’t work. They fail when adoption is not designed in. Scaling in energy means building the commercial, operational, organisational and ecosystem conditions that allow a solution to move beyond one promising case.
deliver
After the Pilot: Turning Evidence into Business Ownership
deliver

After the Pilot: Turning Evidence into Business Ownership →

A successful pilot is not the finish line. Real business value starts when evidence is translated into ownership, investment, adoption, and a clear decision about who carries the next step.
decide
Energy Innovation Has a Decision-Making Problem, Not a Pilot Problem
decide

Energy Innovation Has a Decision-Making Problem, Not a Pilot Problem →

Energy innovation does not need more pilots. It needs sharper decisions that turn experiments into business value, with clear buyers, owners, budgets and evidence to stop, continue or scale.
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What others say about making innovation work

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“You managed to put ethics on the map in the energy industry. Before this, it was off our radar to consider values.”

Klaas Hommes, Director, BAS

“Roelof managed to quickly get up to speed in this highly complex topic of EV Smart Charging and feel right at home discussing in-depth questions. Roelof handled the complicated and wide field of stakeholders excellent, while also helping to structure our ideas and ensuring a comprehensible report was written.”

Wim Boonen, CEO, Enervalis

"I like how Roelof enhanced the 'bridge function' of our team and connected theory and practice in the way that he did, with a holistic approach, a helicopter perspective and a much-appreciated dose of humour."

Ciska Timmerman-Buyck, Lead Data Operations, TenneT

"This was an excellent exploration of best practices in Asset Information Management."

Patrick Piepers, Head Data Management, TenneT

"Roelof's advice was very valuable to our application for the European subsidy, thanks to his experience with Artificial Intelligence and similar projects. His external view on our solution really helped us describe it in a more clear and comprehensible manner."

Wessel Bakker, Product Manager Heat, Sympower

"Good to see that it has not turned out to be a hard-to-digest scientific report, but rather an easier to comprehend paper. It has helped us think of blockchain critically again and has fed our internal discussion."

Jan Pellis, Innovation & Strategy Manager, Stedin
Bart Smakman, Productmanager Flexibility, Stedin

"Thanks for the fresh perspectives and insights, they really helped us level up!"

Akshay Patel, CEO, Simreka

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