Dennis De Zeeuw

I joined We Drive Solar in February 2026 as CTO, with responsibility for technology, engineering and the further development of bidirectional AC charging solutions. After establishing and structuring the service organisation, my responsibilities expanded to include the COO role. My combined scope covers the connection between product development and operational execution: • Lead multidisciplinary engineering across software, electronics, hardware, mechanical engineering, testing and service. • Translate product direction and roadmap priorities into technology strategy, architecture and engineering execution. • Drive development across bidirectional AC charging, V2G, cybersecurity, data and energy-platform integration. • Built and structured the service organisation, connecting field experience and customer feedback to engineering and product development. • Lead operations across supply chain, procurement, project delivery, service, supplier management and warehouse processes. • Together with the team, I lead improvements to test systems and ERP processes, the implementation of MES and the development of operational KPIs, increasing reliability, visibility and accountability. • Integrate AI into practical engineering and business workflows to improve analysis, knowledge sharing, decision-making and organisational effectiveness. I enjoy working where technology and operations meet: building products that not only work technically, but can also be produced, delivered, supported and scaled successfully. Following We Drive Solar’s bankruptcy in August 2026, I remain employed during the curator-led process and actively support the responsible wind-down of the company, including the transfer of technology, operational knowledge and organisational responsibilities.

I joined Super B in 2018 with responsibility for procurement and quality. In 2019, I became COO responsible for operations, before being appointed CEO later that year. As CEO, I led the transformation of Super B from a loss-making scale-up into a structured and profitable international battery and charging technology company. Together with the team, we restored financial discipline, strengthened the organisation and created a scalable foundation for growth. Key elements of this journey: • Turned the business around and restored profitability through stronger commercial focus, procurement, cost control and operational execution. • Improved margins and professionalised forecasting, management information and financial control. • Helped scale the organisation from around 30 employees to nearly 100 at its peak across battery technology and EV charging. • Expanded engineering capabilities and accelerated proprietary battery, electronics and energy-management technology. • Established Super B Electronic Controllers B.V. to develop an innovative bidirectional controller for AC vehicle-to-grid charging, building capabilities in power electronics, embedded software and energy-platform integration. • Started AC charger production within Super B through the selective acquisition of people, technology and assets from a company in bankruptcy, preserving valuable knowledge and enabling further development of AC charging solutions. • Integrated the charging activities while protecting Super B from unnecessary operational and financial risks. • Managed an international sale and carve-out process involving multiple entities, technology assets, teams and operational structures. • Restructured it when geopolitical developments changed the outlook for an international transaction, while preserving core capabilities and growth potential. This journey taught me to combine strategic direction with operational reality, make difficult decisions and keep people focused through change.

Promoted to COO with responsibility for operations across production, supply chain, procurement, quality and operational improvement. Led the further professionalisation of operational processes, management information and cross-functional coordination. Connected commercial plans with operational capacity and helped prepare the organisation for scalable growth. This role marked the transition from functional management to integral business leadership and led to my appointment as CEO in November 2019.

Joined Super B as a member of the management team, with responsibility for procurement and quality assurance from the start. Led strategic and tactical procurement, supplier management and quality assurance activities. Focused on building a reliable supplier structure, improving supply-chain performance and strengthening quality processes to support the company’s growth and professionalisation.

Responsible for all strategic and tactical purchase activities for Indes (IPM). Through a wide network of preferred suppliers Indes ensures manufacturing and supply of the newly developed products. The Indes team in Enschede develops innovative products and initiates production. The Indes team in Ningbo, China manages production and QC.

Supervisor purchasing and strategic Buyer for visual communication products (like whiteboards, flip charts, interactive school- and presentation boards, LCD touch panels, projection screens, etc.) for the education and business market. I have experience with leading teams. I Successfully set-up Asia sourcing projects and continuous improvement of supply chain process within Legamaster business. Legamaster International B.V. is a global player with their own development and external production location in East Europe.