01
Services & operations
My responsibility spans communication and mobile services, their ongoing development and the operational work that keeps them dependable.
Jörg GrotehusmannConnect ENTERPRISE IT · SERVICES & LEADERSHIP
Deep in technology.
Responsible for more.
I’m Jörg Grotehusmann. At RWE, I lead a Unified Communication team and help develop enterprise IT services — bringing technical depth to decisions about people, operations and change.
Enterprise ITService OwnershipTeams & Transformation
01 / ABOUT JÖRG
A technical background.
A broader sense of responsibility.
Much of my career at RWE has been spent where technology, people and business operations meet. I started with hands-on work in enterprise infrastructure and collaboration. Over time, the questions became broader: who owns the service, how does the team support it, and what needs to change?
Today, my work combines team leadership, service ownership and technical direction. I still want to understand how a system works. But the decision also has to make sense for the people operating it, the organisation relying on it and the providers helping to deliver it.
The engineering background helps me ask the right questions. Taking ownership means staying with the answers beyond implementation.
Working across countries means
understanding different operational realities.
02 / RESPONSIBILITY
Where technology
meets ownership.
My role connects the service itself, its direction and the people responsible for delivering it.
02
Architecture & change
I connect technical direction with service needs — working through platform choices, international rollouts and changes in how services are delivered.
03
Teams & partners
Team leadership means staying close to the people doing the work, aligning stakeholders and making responsibilities clear across internal teams and providers.
03 / SELECTED IMPACT
What ownership
looks like in practice.
Four areas of my work at RWE — and the responsibilities and decisions behind them.
Modernising without losing sight of operations
Established telephony and collaboration platforms remain part of everyday work while Microsoft Teams changes how people communicate.
I help shape that transition at RWE, connecting architecture and service responsibility with user requirements, providers and international delivery. The work is as much about the sequence of change and operational readiness as the target platform.
My focus is gradual modernisation: a service that can evolve while remaining dependable for the people using it.
Microsoft Teams · Cisco Collaboration · Enterprise Voice · SBC / PSTN
Rebuilding the ability to own a service
I supported infrastructure outsourcing and, years later, the technical work of bringing services back in-house.
During the later insourcing phase, my responsibility grew into team leadership and service development. Rebuilding technical capabilities, clarifying ownership and stabilising UC services were central to that work.
Experiencing both directions shaped my approach to sourcing: a delivery model needs people who understand the service and can take responsibility for it over time.
IT infrastructure · Service transition · Provider management
Thinking beyond the meeting room
Video collaboration has moved through several technology generations, from dedicated conferencing systems towards Microsoft Teams meeting environments.
My work has included building and developing the RWE video collaboration service, with standards that allow it to serve more than individual rooms or locations. I approach each technology change as a service lifecycle decision, including support and the experience of the people in the room.
The aim is a consistent, usable service that teams can support and modernise over time.
Video conferencing · Webex · Meeting rooms · Microsoft Teams
Making an established service easier to manage
Taking ownership of an established enterprise mobile service means understanding the structures and processes that have accumulated around it.
My focus is on transparency: provider responsibilities, reliable service data and clear lifecycle processes. Aligning stakeholders and identifying useful automation are part of making that service more manageable.
For me, modernisation starts with understanding what is already there — so operational improvements have a sound basis.
Mobile services · Lifecycle management · Automation · Governance
04 / EXPERIENCE
How my responsibility
has grown.
Team Lead Unified Communication
Leading the team while connecting service priorities, operational responsibility and longer-term technical direction.
Enterprise UC Transformation
A broader service perspective: balancing platform modernisation, provider delivery and the needs of an international organisation.
Team Leadership & Service Development
Rebuilding technical capabilities during insourcing and developing the UC service foundation, with responsibility for the team and the service beyond the project.
Technical Infrastructure & Collaboration
Hands-on engineering developed into technical ownership and project responsibility, including international rollouts. This remains the foundation for how I assess technical choices.
05 / MY APPROACH
The principles behind the work.
Keep technology practical
I prefer solutions that teams can operate, users can understand and the organisation can sustain. Technical elegance has to hold up in everyday use.
Make stability part of change
A modern platform still needs a dependable service around it. I consider support, transition and operational readiness alongside the architecture.
Stay responsible after implementation
Ownership includes what happens once a project ends: the lifecycle, the provider relationship and the next improvement. Go-live is one step in that responsibility.
Listen before setting direction
Teams, users and providers see different parts of the same service. I bring those perspectives together to decide where a common standard helps and where a business need calls for a different approach.
06 / WORKING TOGETHER
Close to the work.
Open to other perspectives.
I value direct conversations, practical questions and a shared understanding of what needs to happen next.
With the team
Technical depth lets me engage with the details and understand the constraints people are working with. My role is to help set priorities and make decisions, while staying close enough to hear where support is needed.
Across the organisation
A business requirement and a technical constraint often describe the same problem from different sides. I work to make those perspectives understandable to each other, so the next decision has a shared basis.
With providers
I look for clarity about who does what, where dependencies sit and how issues get resolved. The relationship has to work in daily operations as well as during a transition.