Dirk (P.) Lindgens

Set up and led the new Executive Staff for 'Corporate Communications' (31 employees in two competence centers)

Responsible for internal communication, external communication, public affairs, strategic marketing & sponsorship across the whole group

Responsible for product marketing for the cross-sectional and service products of enercity AG

Cost center responsibility for around €10 million per year

Advised the Sales division with a focus on product development, key account and municipal management, and digital B2C marketing

Member of the group management

Created a new division with initially 16 staff and grew it to 31 employees by autumn 2021. Reorganized into two competence centers 'Group Marketing' and 'Press & Publishing' and the 'Public Affairs' staff office, establishing an integrated, measurable, modern communication structure

Reorganized marketing: relaunched enercity.de based on the Paperboy method aligned with the newly developed content marketing strategy, established product marketing for service products, reorganized and optimized sponsorship and events for consistent customer focus, developed and executed the two most successful group campaigns of enercity AG, created and ran a participation campaign for e-mobility in Hanover and the region, strategically expanded social media activities, planned and implemented price adjustments communication, evaluated all marketing channels, developed new sponsorship concepts like #leinewelle (surfer wave in the middle of Hanover), #abstandsbruder (Corona solidarity campaign), #sofakonzerte (live concerts via YouTube)

Reorganized Press & Publishing: built an integrated content strategy (awarded Gold at the German Brand Award) with a new online hub and an energy magazine in a newsdesk structure to increase product and brand visibility with a 'meal-snack-bite' approach via SEO, created and enhanced a digital annual report with integrated sustainability report (winner of the Red Dot Award), built and organized a new press team, planned strategic topics for the whole area, developed and implemented crisis and site communication (e.g. water contamination, citizens' petition for fast coal exit, construction of sludge treatment plant and other facilities)

Established internal communication with new digital and hybrid formats for board communication (video messages, (virtual) town hall meetings, podcasts), set up supporting strategy communication (developed the digital 'strategy house' to visualize group strategy, built and launched a strategy landing page, video dialogue formats, podcasts, print), revised the social intranet and other internal channels, evaluated all communication channels, set up COVID-19 crisis communication for the group

Built the public affairs team: developed a political map, defined key political messages and positions, tracked, reviewed and optimized association memberships and committee positions for the entire group, built a political network, developed a code of conduct during the application phase of a board member for the position of Lord Mayor of Hanover.