What was the impetus and inspiration to found EINHUNDERT Energie? What specific problems were you aiming to solve for different stakeholders through this venture?

Before founding EINHUNDERT, I spent six years at BCG, where I focused heavily on the energy sector—particularly on the energy transition, which has been a long-standing passion of mine since my academic years. During my time at BCG, I worked on various projects with utilities and clients in the clean tech and energy transition space. I began to notice a clear pattern: the majority of solutions being developed—whether solar energy systems or heat pump decarbonization efforts—were primarily designed for single-family homes.

This struck me as a major disconnect, especially in the context of Germany and the broader European market, where most people live in multifamily housing. In a typical German neighborhood, for example, a landlord might own several buildings, each containing 10 to 15 apartments—amounting to 100 to 150 units.

Yet, until recently, the residents renting these apartments had virtually no influence over their energy supply. They couldn't decide on the heating system, nor could they install solar panels. Their energy choices were entirely dependent on their landlords.

On the flip side, most landlords had little to no idea where to start when it came to decarbonizing their properties. They didn’t know how to install or manage solar systems, implement smart metering, monitor energy use effectively, or replace gas heating with heat pumps. What they needed was a full-service partner—someone who could say, “You focus on owning and managing your buildings; we’ll handle all the energy aspects for you.”

That was the core inspiration behind founding EINHUNDERT: to bridge this gap. While the ultimate beneficiaries are the tenants, we knew that the key was to offer landlords an attractive, hassle-free solution—because they are the gatekeepers who control decisions about building infrastructure.

I also saw a broader market opportunity. Many companies operate in shared commercial spaces, yet the decarbonization solutions available were largely skewed toward private single-family homes. There was a clear need—and a clear gap—between what incumbents were offering and what startups were addressing. EINHUNDERT was born to fill that gap and enable the energy transition for multifamily and commercial buildings.

Please explain EINHUNDERT Energie’s business model and offerings, and how you address the unique challenges multi-tenant buildings face in adopting green technology.

Our long-term vision is to ensure that all energy consumption within a building can be covered through a fully electric solution. What does that look like in practice? It starts with a solar system installed on the roof. We integrate smart meters that measure energy usage in real time, and we replace traditional heating systems with electric heat pumps, ensuring that heating is also powered by electricity. If the building has a garage or parking spaces, we include electric vehicle (EV) charging stations as well.

Ultimately, this setup allows us to supply all the building’s energy needs—mobility, heating, and electricity—using either solar energy generated on-site or green electricity from the grid. The result is a carbon-neutral energy supply that is also affordable for tenants.

In terms of the business model, it’s the tenants who pay for the energy. If you’re a tenant in a multifamily building, you already pay for your electricity. If you drive an EV, you pay to charge it. Heating costs are typically included in your rent. Our end customers, therefore, are the tenants themselves, and our goal is to provide them with a clean, cost-effective energy solution.

A key part of making this work is that a significant portion of the energy comes directly from the building’s rooftop solar system. This greatly reduces reliance on the traditional electricity grid and eliminates substantial grid-related transportation costs. On the landlord’s side, there’s no exchange of money between us and them. Instead, they lease us their rooftop space.

Here’s how it works: We approach landlords and explain that their tenants want cheaper, greener electricity. Landlords, themselves, are under pressure to decarbonize due to increasingly strict regulations. We offer them a simple solution—we’ll take care of everything. They just need to provide access to their roof and allow us to replace existing heating systems. In return, they can offer their tenants a cleaner, more affordable energy supply without making any investment themselves.

That said, the model is capital-intensive. We finance all the required systems—the solar panels, the smart meters, and more. Our return on this investment comes from the energy we supply to tenants. It’s a long-term model; our rooftop leases, for example, typically run for 25 years.

What is your long-term vision for EINHUNDERT Energie? How do you see its role in reducing climate impact and adapting to evolving energy technologies?

There’s still a tremendous amount of work to be done. When I started EINHUNDERT, I was never under the illusion that this venture would make me particularly wealthy. Of course, I want the business to be profitable and sustainable, but that was never the main driver. Coming from a consulting background, I was fully aware that I’d be stepping away from a more lucrative salary trajectory. For me, it has always been about decarbonization and making a real, positive impact on the climate.

Globally, the building sector is responsible for roughly a third of CO₂ emissions—mainly from the heat and electricity that people use in buildings. So if you’re looking for leverage points to drive decarbonization, this is one of the biggest. My long-term vision is to make our model scalable enough to have a truly meaningful impact on Germany’s emissions—and potentially across Europe. Ideally, I’d love to see this model applied in other countries as well.

That said, it’s quite challenging, because regulations differ significantly from one country to another. Real estate markets also vary, which makes expansion complex. Nevertheless, that’s the long-term goal. Ultimately, I want to see every multifamily building—at least in Germany, and hopefully in Europe—running on our solar systems, smart meters, and heat pumps. This way, residents can benefit from clean, affordable energy, and we can significantly cut CO₂ emissions.

To achieve that, we need to become increasingly attractive to real estate customers. After all, it’s the developers and building owners who make the decisions. So we need an offering that’s compelling—and that gets easier as we scale. As regulations tighten, property owners are under more pressure to decarbonize. At the same time, we must ensure that our model is cost-efficient enough to roll out across hundreds of thousands of buildings, and that the energy produced is genuinely affordable. In Germany, around half the population lives in multifamily buildings—so the potential for impact is enormous.

Scaling the model in Germany alone has been challenging. But I come from a multicultural background—my father is from Haiti, I studied in multiple countries, and I worked at BCG, where I also consulted on energy projects in South Africa. I would love to see EINHUNDERT become more international. I know there are similar efforts in markets such as Australia and the UK, and I want to explore those further in the coming years. That said, I have deep respect for how complex it is. This is a hardware-driven business. You need partners on the ground, and you need to understand the local real estate landscape. It’s a lot of work—but exciting.

Of course, we also have to acknowledge a major challenge: in many markets, there’s a severe housing shortage. In cities such as Berlin, Cologne, Hamburg—or even London—landlords hold the power. People need homes, so they’re forced to accept whatever’s offered. That’s the crux of the problem.

In contrast, when we work in more rural or less-densely populated areas—where we now serve around 1,500 buildings—we see a different dynamic. In some regions, 10%–15% of apartments are unoccupied. In those places, landlords are actively seeking ways to attract tenants. Offering green, cost-effective energy becomes a real competitive advantage. We’ve had landlords tell us that the ability to offer cleaner, cheaper electricity helps them fill vacancies and makes a tangible difference for tenants.

So yes, in high-demand areas, landlords often aren’t under enough pressure to improve their offering—but that’s where regulation comes in. Europe is stepping up here. The EU Energy Performance of Buildings Directive and the ESG taxonomy require developers and property owners to take action. And because real estate is the world’s largest asset class, institutional investors are now applying pressure too. They’re asking, “What are you doing to decarbonize? What’s your energy concept?” That’s where I see real momentum—from both the investor and regulatory side. And that’s what gives me hope.

What drove the decision to offer green benefits, such as free public transport tickets and a domestic flight ban for employees? How have these initiatives impacted the company’s carbon footprint and sustainability goals?

To be honest, I really loved my work at BCG—but constant travel was part of the job, and over time, it began to feel misaligned with my personal values around sustainability. That disconnect always lingered in the back of my mind. My cofounder Markus had already been deeply committed to sustainable living in his personal life, and he really inspired me. So coming out of a job that involved frequent flying and cab rides, we both decided: if we’re going to build something, we want to walk the talk. We don’t want to offer sustainable solutions without living sustainably ourselves.

This philosophy is a big reason why people join our company. It’s not about the highest salaries or the flashiest perks. It’s about creating real impact. And our team expects us to lead by example. That’s why we’ve implemented initiatives such as banning domestic flights and offering free public transport tickets. They’re not grand gestures, but they are real, tangible choices that align with our values.

For example, we have our main office in Cologne and another in Berlin. I travel between them every two to three weeks—and I always take the train. German trains aren’t always the most reliable, but they’re a decent option. For company events such as our Christmas party, we serve vegetarian food by default. It tends to accommodate multiple dietary needs, reduces waste, and aligns with our sustainability goals. These small decisions help us live our values and build a culture of authenticity.

At the same time, we’re pragmatic. Our number one priority is decarbonizing buildings—that’s where we believe we can have the greatest impact. So if a major real estate player in India wants to adopt our solution, and that means I need to take a flight, I’ll do it. But those decisions are made deliberately. I’ve only flown two or three times for work so far, and only when it was clearly worth it. It’s about impact, not convenience.

This journey has also been personal for me. I joined BCG at 24, and I remember loving the global soccer tournaments and big events. I’m not here to criticize that—it was fun, and it had its place. And sometimes in business, seeing clients in person is essential. Everyone—and every company—has to find their own way to balance sustainability with practical needs.

What I appreciate about BCG is that even though their formal sustainability practice didn’t exist when I graduated, it’s now a thriving part of the business. I’m still in touch with former colleagues working there, and I love seeing how far the firm has come. It’s a testament to BCG’s entrepreneurial spirit that sustainability is now a bigger focus. That gives me hope—and a sense of shared purpose—even from the outside.

While at BCG, you were a part of the BCG Green Energy Core Group and focused on client work related to sustainability. How did your experiences at BCG prepare you for your founder and leadership role today?

When I was pursuing my master’s at LSE, I interviewed with BCG. At the time, my original plan was to join a renewable energy company right after university. I was initially hesitant about consulting because I was concerned I’d be rotated across various sectors and lose the chance to focus on my passion for energy and green technologies. But actually, the opposite turned out to be true.

From the very beginning—even during training—I made it clear that I wanted to focus on energy topics. And after that, all my projects at BCG were energy-related. After six years, I felt I had developed a deep understanding of the energy market, which is incredibly complex and heavily regulated. During that time, I also took a leave to pursue a PhD in energy economics. That combination of practical, hands-on consulting work and academic depth gave me a solid foundation to tackle a complex business. I learned how to structure my work, manage pressure, and stay entrepreneurial—skills that are essential as a founder.

Of course, there were also areas that BCG didn’t prepare me for—and I had to learn those on the ground. BCG is a very aligned environment: people are ambitious, business-focused, and typically willing to work long hours. But when I transitioned to leading my own company, I found myself managing a far more diverse team—electricians, software developers, engineers—each with different motivations and working styles. Not everyone is striving to work 60–80 hours a week, and as a leader, I had to adapt. I had to invest much more in understanding people’s individual goals and aligning them toward a common purpose.

All aspects related to structure, methodology, tackling new challenges, and developing an entrepreneurial mindset—those were deeply ingrained during my time at BCG.

Having built a career focused on sustainability and climate impact reduction, what advice do you have for individuals looking to make a sustainable impact in their personal or professional lives?

The one thing I always say is don’t start by judging yourself or others. That mindset will often lead to negativity. If you feel the need to travel, then take the trip—but do so consciously. Build a thoughtful process for yourself. Don’t turn sustainability into an emotional debate of “Am I sustainable or not? Am I a good person or a bad person?” Instead, shift the focus: ask yourself, “What do I actually know about sustainability?” Then take the time to assess your own footprint. Make deliberate decisions about where you’re willing to accept some negative impact—maybe because it’s important to you or your family, or because it’s an experience that really matters. On the other hand, identify the things you can avoid because they’re not as meaningful to you. Just be aware. Be intentional. But most importantly, don’t be judgmental—neither toward yourself nor toward others. When I look at the political discourse around sustainability, it’s often so polarized. You’re either this or that. But it doesn't have to be that way. Make up your own mind. Take a clear stance—but let it be informed, not reactive.

As for building a career in this space, I have to admit I’ve been lucky. I knew from an early age that I wanted to work in a field that was political, that mattered to society, that had real impact—and I also wanted it to be connected to business. I eventually stumbled across energy transition, and it sparked something in me. It’s a space I’ve stayed passionate about to this day, and I feel fortunate that the passion has lasted.

Part of that early connection came from my background. My father is from Haiti, and growing up, access to energy and water was always a topic that hit close to home. In Haiti, many people still live without electricity or running water. When I visited, I saw people trying to become energy independent with small solar setups. That made a lasting impression on me and planted the seed for what would become a lifelong passion. I recognized that this exposure was a personal stroke of luck.

But even if you haven’t had a similar experience, I think the most important thing is to take the time to truly understand yourself. Don’t chase sustainability just because it’s trendy. Dig deep and ask yourself, “What do I value? What drives me? What gives me the energy to commit myself fully to a cause?” Whether it’s about having a positive impact or pursuing personal success, be honest with yourself. Do that self-assessment first and build from there.

Right now, sustainability and cleantech are some of the biggest fields we have; aside from digitalization and AI, I truly believe they’ll define the next hundred years. There’s so much opportunity here. And if I can highlight one thing that’s often underestimated, it’s the invention of solar PV. Solar photovoltaic technology is incredible. We can manufacture hundreds of millions of solar panels that convert the sun’s free, abundant energy into electricity. You can install them nearly anywhere—on rooftops, in open fields—and while they don’t work at night, we now have storage solutions for that. It amazes me that we’re not collectively more proud or excited about this innovation. It’s transformative. It gives us the power to be energy independent and helps us move away from oil, gas, and all the conflict and complexity tied to them. This is something everyone can use—it’s accessible, decentralized, and revolutionary.

Of course, capital plays a role. But the cost of solar has come down drastically, especially in regions with high solar radiation. In many places, it’s become a no-brainer. That’s why, for example, we offer financing—to remove that up-front investment barrier for people. We need more solutions like this—ones that take the burden off the individual and make adoption easier.

There’s also an education gap. We’re in a transition period, and many companies and individuals are still deeply invested—financially and structurally—in the oil and gas economy. There’s a lot of misinformation and lobbying out there, which complicates things. But if we focus on solutions, education, and intentional action, we can continue to move the needle toward a more sustainable future.