My responsibility grew as the figures travelled further from their source.

Mandate

Keep the physical and analytical bases of power information visible as it reaches leadership decisions.

Outcomes

• Preserved the 2023 gross, station-service and net-generation account through EUR 2.1 million reconciliation work.
• Kept four missing intervals explicit in the ninety-six-interval 2021 observation pilot.
• Separated eighteen-hour forecasts from thirty-minute updates in the 2025 review.

Decisions in context

This appointment connects several kinds of evidence without making them identical. A generation boundary, an interval-quality flag and a forecast lead time each change what the resulting measure can mean. I lead the data team that preserves those conditions, while plant operations, dispatch, trading, settlement and professional owners retain their decisions. Executive board presentations began in April 2020; there is no statutory seat in the fictional record. The current company revenue, capacity and workforce belong to the institution, separately from my delegated expense and team. I want the function to make a concise account easier to question, rather than rely on the authority of a large output figure. That means accepting when a useful result needs a second view or a visible qualification, even if the presentation becomes less convenient than a single headline.

Reason for the move

Appointed CDO as the data remit expanded across generation and portfolio information; current role.

Mandate

Maintain clear relationships between physical assets and the portfolio measures used to describe them.

Outcomes

• Retained the 240 MW gross operated basis of the 2016 wind asset beside its 144 MW ownership-weighted indicator.
• Made the 60% ownership calculation explicit without presenting it as generated energy.
• Completed EUR 1.8 million portfolio-data work while leaving accounting and rights interpretation with their owners.

Decisions in context

The portfolio remit showed me how the same asset could appear in several valid accounts whose definitions were easily lost. Operating the whole facility and owning a share of it were different facts, even when a presentation wanted one capacity number. I wanted our data to preserve both questions instead of resolving their difference through whichever total looked more useful in the meeting. That required working with finance and legal colleagues without claiming their conclusions as part of my own data authority. The director title described my executive employment, not a statutory appointment. This period broadened my attention from how a measurement was obtained to how it was represented across organisational boundaries. It prepared me to lead a wider function while remaining explicit about the decisions that a well-defined dataset could inform but could not make by itself.

Reason for the move

Promoted to CDO after extending responsibility from generation records into wider institutional data.

Mandate

Maintain recurring generation information whose derived quantities remain connected to source observations.

Outcomes

• Accepted responsibility for the 2008 negative increment calculated without the documented register wrap.
• Corrected the interval to 40 kWh using evidence of one 1000 kWh rollover.
• Retained readings, event history and derived increment through EUR 420000 review work.

Decisions in context

Joining a generator made me responsible for definitions as they were reused in recurring reports. The auxiliary-register error exposed a weakness in my own review: I accepted a straightforward calculation without asking whether the instrument history supported it. Mats Hellerby’s check made the missing event visible and changed the derived result. The correction was specific to a documented interval, so I wanted the evidence retained rather than converted into a general instruction to adjust every negative reading. I did not operate the plant or control trading activity. My contribution was the reliability and explanation of information supplied to those owners. The experience made me more attentive to the distinction between accurately copying observations and correctly interpreting the physical process they describe. A report can satisfy the first condition and still fail the second.

Reason for the move

Advanced to energy-information leadership as the remit widened into portfolio definitions.

Mandate

Lead assignments that explain why quantities can or cannot be compared on the proposed basis.

Outcomes

• Kept measurement definitions attached to findings delivered for management use.
• Examined whether a reported difference reflected process change or a change in observation basis.
• Sought a generation role to remain responsible for definitions through continuing operational use.

Decisions in context

Leading analytical work meant making the result intelligible to a client who would not inspect every source definition. I wanted the explanation to retain the basis of comparison without burying the decision in technical detail. The difficult part was often reuse: a result prepared for one purpose could be carried into another discussion after its qualification had been shortened. My expense delegation supported assignment delivery, while clients retained their own operating choices. I became increasingly interested in the continuing responsibility for that meaning once the original project team had moved on. The role at Vardelune offered a way to take that responsibility inside an energy institution. It would require me to maintain the account, respond to challenges and live with the consequences of my own reporting interpretations instead of treating delivery as the end of the work.

Reason for the move

Joined Vardelune to follow measurement information beyond an advisory assignment into recurring use.

Mandate

Understand source quantities and observation conditions before interpreting a reported change.

Outcomes

• Examined the unit and observation interval underlying analytical extracts.
• Separated changes in a process from changes in the basis used to report it.
• Developed an interest in maintaining meaning when quantitative evidence reaches management.

Decisions in context

I joined after completing applied mathematics in June 1992. The early work taught me that a comparison depends on more than finding two columns with similar labels. I needed to understand how each quantity was observed and which question it could answer. I worked within a seven-person group under an engagement lead, with no independent management or spending authority. The later scale of a generation portfolio does not belong to this appointment. What began here was a habit of tracing the result back to its source definition and asking whether the intended interpretation survived that examination. The habit was useful but imperfect, as my later register mistake demonstrates. I include both in the career because an early intellectual interest is not evidence that every subsequent decision followed it correctly or that learning ended with the first promotion.

Reason for the move

Promoted to engagement leadership after gaining research and client-explanation experience.