Anne | Partner at RWE Consulting
“The dynamics and constant change within the energy industry fascinated me from the outset.”
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TODOSTA01 — Consulting bei RWE
TODOSTA01 — Consulting bei RWE
TODOSTA01 — Consulting bei RWE
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Energy sector specialists in consulting
With us, management consulting means delivering our full range of competencies across a vast array of business-critical energy projects. The RWE Consulting team is embedded within the wider Group Strategy division and works together with our Corporate Strategy and Sustainability teams. Our focus is on top-priority projects for the company – our high-impact work ranges from strategy development to implementation.
TODOAC01 — vorreiter-sein
Leading the way in consulting
Whether you join as an entry level Consultant or with a wealth of experience behind you, you’ll enjoy close collaboration with the same high level of stakeholders. Additionally, the scope of work you’ll undertake will be truly unique within the industry, spanning the full complement of the RWE Group.
This entry-level position is the ideal starting point for your career at RWE Consulting. Your responsibilities will include collecting and structuring data, conducting initial analyses and preparing results for the project team.
You will also support the development of solution proposals, present your work to smaller groups and maintain direct contact with our clients. This is a great opportunity to gain hands-on consulting experience and build a strong foundation for your professional development.
As a Management Consultant, you will take on responsibility from day one. You will design data collection approaches, conduct broader analyses and transform your insights into actionable recommendations.
You´ll also develop concepts independently and present your findings to our clients with confidence. This role provides an opportunity to gain exposure to RWE’s wide variety of topics, working alongside our stakeholders to develop strategic solutions.
As a Senior Consultant, you’ll be designing and implementing bespoke solutions to some of the most important challenges facing our industry. Experienced, passionate about delivering client satisfaction and with a proven track record of gaining consensus approval on innovative ideas, you’ll be ready to take ownership of – and responsibility for – individual workstreams.
This role develops strong, collaborative relationships with management and other clients and engages in the delivery of concepts and recommendations that empower their progress.
This high-level role will see you leading, developing and motivating Consulting teams. It’s about taking ownership of complex projects and individual workstreams, managing project goals and objectives – and devising the strategies and recommendations to meet those objectives. A trusted sparring partner with RWE’s senior management, you’ll bring a wealth of credibility and influence to the role.
We’re looking for seasoned project managers who know the value of a collaborative approach.
The strategic driver for the design and implementation of client solutions, you’ll lead larger Consulting teams on our most challenging and complex assignments. As you’ll be continually involved with developments within the industry, you’ll be a highly credible and authoritative partner to senior management.
We’re looking for top-level professionals who can devise strategies to achieve RWE’s ambitious goals and maximise the Group’s potential.
As a Partner, you shape the strategic direction of RWE Consulting and the wider RWE Group. You work closely with senior stakeholders to originate high-impact projects, support critical decision-making and ensure our work delivers tangible value. A trusted sparring partner for top management, you lead project managers and consultants, drive key internal initiatives and foster the development of our teams.
We’re looking for entrepreneurial leaders with a strong consulting track record, outstanding stakeholder management skills and a passion for developing people in a collaborative environment.
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Career Pathways
The graphic gives you a clear overview of how your development in our inhouse consulting team can evolve across well-defined roles – from your first project responsibilities through to shaping key strategic initiatives for the wider RWE Group. Whichever level you join us in, it will offer you the chance to develop at your own pace and in your own direction.
The roles shown in the graphic – Associate Consultant, Management Consultant, Senior Consultant, Project Lead, Principal and Partner – build on each other and illustrate how your focus, level of responsibility and exposure to (top) management expand at each step. This makes it easy to see which next career moves are possible within RWE Consulting and how you can deepen your impact on high‑priority, business‑critical projects across RWE.
TODOAC01 — team-rwe
#TeamRWE insights into Consulting
Laying the foundation for greener supply chains: Project LIME as a driver for RWE’s climate targets
With Project LIME, RWE is strengthening the basis for more sustainable supply chains in emission-intensive sectors such as the concrete, glass and polysilicon industries. These materials are essential for the expansion of renewable energies, yet their production is associated with high CO₂ emissions. Against the backdrop of RWE’s ambition to significantly reduce Scope 3 emissions and achieve climate neutrality by 2040, decarbonising these value chains is gaining strategic relevance.
RWE Consulting supported the project, led by RWE Renewables Europe & Australia (OPEA) and RWE Clean Energy (now: RWE Americas), with in-depth analyses and strategic advice along the entire supply chain. The team assessed regulatory requirements, analysed market positions, modelled future material demand, and derived concrete options for action to enable more sustainable supply chains.
Building on this, RWE Consulting designed a practice-oriented framework for action that combines economic viability with environmental objectives. It helps RWE to systematically align its procurement strategies and investment decisions with climate targets, while gradually reducing emissions in upstream value chain stages.
In this way, Project LIME strengthens RWE’s role as a driver of the energy transition and demonstrates how climate protection and competitiveness can be reconciled in global supply chains.
Future ready at sea: Rethinking offshore operations
How can offshore wind farms be operated more efficiently and scaled more effectively? In the “Operations – Target Operating Model” project, RWE Consulting, together with the OPS leadership team, subject-matter experts and RWE’s operational units, has developed a new operating model. The primary objective: to set up the new organisation more efficiently, prepare it for the growth of the fleet, increase asset availability and harmonise processes.
From the initial concept through to the implementation roadmap, RWE Consulting was responsible for the overall design. The result is a clearly structured, transparent model that defines responsibilities and interfaces – with a strong focus on rolling out an Operations Production System to further strengthen O&M excellence across the organisation. A key element is performance management, in particular a new KPI framework that links technical and financial indicators, enabling consistent steering at all levels.
Within just a few months, the core design of the model was developed, brought to implementation readiness and handed over to the newly established O&M Excellence team. The rollout will start in selected pilot wind farms and then be gradually extended to the entire offshore portfolio. This lays the groundwork for even greater efficiency in RWE’s offshore operations and for the continued profitable growth of renewables at sea.
RWE Consulting develops new business model for renewable project divestments
With its “Develop & Sell” approach, OPEA – RWE’s onshore wind and PV business for Europe & Australia – is tapping into an additional source of revenue: the targeted sale of development projects. This responds to challenging market conditions and RWE’s strict profitability requirements for assets operated in-house. Not every project meets these high internal standards – but instead of writing them off, such projects can now be sold after development in a value-optimised way.
OPEA has been using the basic “Develop & Sell” approach for some time, though only in a few isolated cases. Together with RWE Consulting, the project portfolio in the core markets of France, Germany, Italy, Poland and the UK has now been analysed and clearly segmented into projects for the own portfolio and projects for sale. On this basis, a cross-functional process was designed with clearly defined roles, responsibilities and market-oriented product definitions.
The result: a standardised process for selling development projects. Since the end of 2025, OPEA has been able to divest projects that do not have top priority in its own portfolio or do not fully meet profitability criteria more efficiently than before and generate additional value. “Develop & Sell” strengthens the economic foundation of renewables growth and illustrates how RWE Consulting acts as an enabler, shaping new business models along the value chain.
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“What makes my job so special? Knowing that our work is constantly shaping the energy industry. And it's incredibly rewarding - and fun - to lead a highly motivated team of experts from diverse backgrounds.”
Patrick Weinberg, Head of RWE Consulting
“I had my sights set on the energy sector throughout university, because it would give me the chance to make a positive, global impact. When I realised RWE Consulting would allow me to pursue this goal, working on exciting projects and developing a broad range of skills, I realised this was the route for me.”
Oliver de Bruijn, Project Lead
“What drives me? The trust that top management at RWE puts in us consultants. I’m at the table when lighthouse projects for RWE and the entire energy industry of tomorrow are discussed and I’m also able to talk to my clients at eye level, which lets me develop as a professional every day.”
Shalini Dave, Project Lead
“In-house consulting vs external consulting? For me, it’s not even a choice. I know my clients as colleagues. I understand the ‘what, how and why’ of their needs. The outputs I’m able to deliver are, therefore, more collaborative, more on-point and more likely to get signed-off. For me, in-house wins every time.”
Jan Ole Storzer, Principal
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