STAKEHOLDER INTERVIEW ALIED

Date: 1 Sep 2025
Attendees: Alied, Pieter, Patrick, Jeroen

Agenda (60”):
Framing & introductions (10” max.)
Interview
Next steps & wrap-up (5”)

Potential AI use cases highlighted in pink.

Notes:
…

2. Collaboration with DSH
How satisfied are you currently with services and products provided by DSH?
HW:, firmware, issues with it: Specialist in central team → to approach them
Digital: Not aware of sprints, teams, structures → we depend on the systems to work, we have contact for issue to fix
HW: I do not know, cooperation good, communication can be improved → not fully understanding each other
Digital: A lot of things not delivered in time = serious issue → we are fast growing → more people using charge cards → automation not yet done
Where and how can the collaboration between your team and DSH be elevated to a next level?
Know structures & positions & cooperation model → overview & sync meetings per level
Also issues regarding backoffice/frontoffice to arrange better → agreement and alignment of workflow, who does what to raise efficiency
Asset mgmt team in NL working well, highest upsell; depend of central team, but also able to solve problems themselves
I see progress in reducing blackbox by transparency

3. Tech vision & framework
This initiative aims to develop, implement and maintain the tech vision for BU E-mobility. How would you define a tech vision?
Needs to be clear, what is our strategy and approach. Choices to be clear
To be flexible, or to be able to manage everything perfectly, or to listen to local demands, or is it defined centrally?
To understand where landscape is going to with products, customers, using AI. Demand will increase, so also to think about where to invest for sales deals, complexity will raise with teams like NL, which are already on a high level. To identify low and high levels to FOCUS
We use a framework to cover all relevant aspects. What do you feel is missing if anything?
SHOW THE STEERING WHEEL – SEE SLIDE 3
Topics there, that i would need
What initiatives / trends / things are relevant for us to know from within S&O NL within this context?
Growing demands from customers → do more on asset management, more reporting, more corrective actions
Org: We need to run a lot of projects with centralized teams, so experts not to be project managers - not necessary a good idea (profile, roles)
Competitors are ahead in of automation of asset management (incl getting cues on maintenance), efficiency → to ask them, to learn from them
Have a prioritization mechanism
How strongly is digital transformation anchored in NL strategy, and what's your vision for NL’s role in the BU’s digital future?
We need to have people to challenge current processes and organisation, this plan/check/run to question again and again to enhance
To reinvent every day work how to do
CP’s are sending tonnes of info to the BU, and currently team translates this into actions for ops team. Here AI can help A LOT with automizing and prioritizing.
If we have a bigger asset base, we need more people. But I believe this tech vision initiative in combo with customer experience, we can make a huge difference with AI.

4. NL
Where do you see the current and future challenges for the BU and for NL (time-to-market; limited financial or human resources; increasing risks; regulatory requirements, etc.)?
Market is a bit shaky: you want enough spare parts yet at the same time stay competitive (not being in exclusive partnerships)
We are growing → Is our WoW sustainable when we grow bigger?
Safety → Are we giving that sufficient attention?
Where do you see the biggest challenges or success factors for successful tech vision implementation?
Future → Market will be more and more regulated. Normally you have a reasonable time to implement changes. But a lot of stock is a risk here. (Alied has a background in regulatory affairs)
How can NL’s data analytics provide insights that drive better business decisions across the organization?
NL has a lot of operational knowledge from which this initiative can benefit a lot: 
We have a lot of big concessions, operating on a large scale compared to Germany / Sweden.
We do a lot of AC, where other markets are more experienced in DC
Based on your experience, how should we engage NL teams to ensure they're aligned with and supporting our business transformation goals?
I would like an exchange: have someone from the hardware team to be a part of the NL team a day or two. And vice versa.
What's your current degree of process automation, and which processes would create the most value if digitized?
ALREADY ANSWERED
What unique local requirements or opportunities do you see that could support DSH vision?
Up-time: We are good at it because we are really on top of it. It is in the way we manage our maintenance partners, and how we take action on what we see. 
Sometimes people complain a lot about CP’s that aren’t working, but they take a pragmatic approach, focussing on what has biggest impact / value
What is the biggest driver for these decisions? 
It is data-driven (from the system) plus experience
What is good and should not be changed? What should be changed?
My impression is that teams are really knowledgeable. Roles & resp should become more clear.
Digital: Deliver on time, transparency and prove to have more understanding of how things look locally
Hardware: Does not feel far away from me. AND it is also interesting to see the diff that specific people make. Great communicators are typically easy to work with.

5. Conclusion (5”)
Do you have anything else to add in this context? Anything we missed?
At a later stage talk to people like Rikus, Bob, Jasper, Justin
Data quality is an issue. To know more about this talk to Justin (NL Ops, in team of Jasper)
What does our system landscape look like, also with our direct stakeholders (municipalities, maintenance partners, etc.)? Some cues don’t reach us, because of an elaborate network of legacy systems tied together.
PIETER: It might need that we may need to make (strategic) choices as part of this initiative. What choices do you see that we may need to make?
If delivery on time is not up to par, we / you may need to choose to outsource. Rather than following Accenture’s advice from 2 years ago. Our competitors seem to choose to outsource (impression). We don’t know, we think our internal system is the best → specifically when it comes to the delivery of the digital team.
Example: MLA project I was in conversation with an expert from digital - q was how much energy does it sell. But gov does not have interest in that , as up-time is the only thing they care about. He never heard about AC and how it really works