Marco Hoppenbrouwer is Manager Data Office at Stedin, bringing more than three decades of experience in technology, data, and business transformation within large, complex organisations. He began his career at Shell, where he spent 33 years progressing from entry-level roles to senior leadership positions. During this time, he led major strategic IT architecture programmes, delivered mergers and acquisitions, served as Chief Information Officer for the entire retail network, established digitalisation initiatives, and ultimately held the role of Chief Data Officer.
This extensive career at Shell provided Marco with a deep foundation in both technology and business transformation, shaping his ability to bridge technical capability with organisational priorities and commercial outcomes.
After moving to Stedin, Marco now leads the Data Office, where he is responsible for data, process and AI governance, the delivery of a data product strategy, and the execution of data science initiatives that directly support the energy transition. His role reflects a strong emphasis on trusted data, responsible AI and effective operating models to enable sustainable change.
Across his career, Marco has developed a clear conviction that successful data leadership requires a balance of technical depth, business acumen and the ability to inspire cultural change. His experience positions him to help Stedin use data and AI as strategic enablers in delivering a more resilient and sustainable energy system.
As a data and AI leader, which traits and skills do you think matter most, and which of those have been most influential for you in your current position?
“Key traits include strategic vision and the ability to translate complexity into business value. Skills such as stakeholder engagement, change management, and fostering data literacy are essential.
“At Stedin, the most influential has been building a culture of trust and literacy by empowering teams to embrace data-driven decision-making while ensuring responsible AI practices. This cultural shift underpins our success in scaling data initiatives across the organisation.”
Reflecting on your career, what is one non-traditional piece of advice (outside of technical skills) you would give to an aspiring data or AI leader aiming for the C-suite?
“Focus relentlessly on business outcomes as they should drive your priorities and define what needs to be enabled. Technical excellence alone won’t secure influence or investment; aligning your data agenda with measurable business impact will. Use those outcomes as leverage to gain the funding and executive support required to build your data foundation.
“Understand that priorities will shift as the business evolves, but every initiative is an opportunity to strengthen your foundation. Over time, these incremental gains will accumulate until you reach critical mass, the tipping point where the organisation actively seeks access to the value you’ve created. From there, your role naturally evolves from enabler to strategic partner.
“Ultimately, success in the C-suite isn’t about technology. It’s about storytelling, influence, and resilience. Learn to articulate how data and AI unlock growth, efficiency, and innovation. When you position your work as a driver of business transformation, you’ll not only secure resources but also shape the culture that embraces data as a core asset.