Building something that truly matters
As a child, Arjan van der Eijk dreamt of driving trucks. Today, he steers one of Europe’s leading high-power charging networks. With a background in consultancy, energy retail, and international e-mobility, he previously led Essent’s consumer operations and was CEO of Innogy eMobility Solutions. Arjan currently holds a dual role at E.ON Drive Infrastructure (EDRI), where he has served as COO since 2022 and, since October 2024, as interim CEO.
EDRI is a leading charge point operator that develops, builds, and operates high-power charging infrastructure across Europe for electric vehicles and logistics. With over 7,000 (mainly high-power) charging points in over 10 countries and strong annual growth, it enables the continent’s mobility electrification transition.
In this candid conversation with Paul Jan Jacobs (Founder and Managing Partner at EVBoosters), Arjan reflects on personal responsibility, team dynamics, and the lessons learned from leading through change. His story is grounded, thoughtful, and shaped by real-world challenges.
What did you want to become as a child? Did you already have big dreams?
Arjan: As a child, I wanted to be a truck driver. I had a subscription to Truckstar Magazine, collected truck parts from local transport companies, and converted our attic into a miniature truck world. During school holidays, I worked driving tractors and eventually earned my truck licence, which I still hold. My fascination wasn’t just with the aesthetics; it was about operating something big. That I now work on charging infrastructure for trucks feels like a circle completed.
At the same time, I grew up in an entrepreneurial family. My father ran a landscaping company with around fifteen employees near Delft. That deeply shaped me. If a customer called on a Sunday evening, you picked up. Invoicing happened after working hours. And if there was a problem, you solved it yourself. That sense of responsibility still lives with me today.
Why do you do what you do? What drives you?
Arjan: What drives me is working with people who, like me, want to build something. I gain energy from creating environments where teams can grow and make an impact. Of course, results matter, but what motivates me now is building a sustainably successful organisation.
I get great satisfaction from seeing young people thrive in the right environment. At EDRI, I work with many young colleagues. Their growth and energy are incredibly inspiring.
A deep feeling of responsibility reinforces that sense of purpose. I feel accountable for delivering on our promises to our shareholders, partners, and society. What we do serves a broader mission: we are helping build the backbone of Europe’s energy transition, which means a great deal to me.
"What we do serves a broader mission: we are helping build the backbone of Europe’s energy transition, which means a great deal to me.."
Which pivotal moments shaped your career?
Arjan: Three moments stand out. First, I chose consultancy, initially at Accenture, where I was quickly given significant responsibility. It was a dynamic setting with sharp minds and ambitious goals, where I learned structured thinking, project management, and how to perform under pressure. After 10 years, I moved to Essent, where I led all internal consulting activities.
Second, I stepped out of consultancy to lead the retail business at Essent, where I oversaw 2.5 million residential customers and led 2.000 employees across eight sites. It was a steep learning curve and my first experience with full operational accountability.
Third, taking on an international leadership role at Innogy in Germany in 2016. Working with multicultural teams across diverse markets broadened my perspective. Collaborating with Czech, Italian, Swedish, and other colleagues helped me adapt my style and strengthen my ability to connect.
Who were your most important mentors or role models? What did you learn from them?
Arjan: My father was undoubtedly my first role model. His sense of responsibility, customer focus, and resilience are deeply ingrained in me. Even now, at 78, he has taken on the full-time care of my mother, who became dependent after a stroke. His unwavering dedication still inspires me every day.
Patrick Lammers, former CEO of Essent and later a board member at E.ON, taught me real performance management, how to keep an organisation moving without falling into a blame culture, and how to create a results-driven culture where people stay motivated, take ownership, and work together to find solutions.
Another key figure was Sukhjinder Singh, the former CEO of EDRI and one of the most natural connectors I’ve ever met. He can build trust at every level, whether with senior executives or junior staff, and has an exceptional talent for finding common ground and closing deals that work for everyone. I learned a lot on the importance of relationships and empathy in commercial leadership from him.
What is the common thread in your career? Which values and competencies have guided you?
Arjan: The common thread is transformation. I’ve often taken on roles where significant change was needed, after mergers, during restructurings, or when a business had become loss-making. My early years in consultancy taught me how to approach such challenges methodically. But over time, I learned that successful transformation is as much about people as it is about processes.
My core values have remained constant: honesty, openness, and trust. I try to lead by example and offer trust from the outset. I share openly what I know, what I don’t, and what I’m unsure about. That transparency creates engagement.
I also value perseverance and resilience. When outcomes are uncertain and pressure is high, it’s easy to get distracted in difficult moments. What helps me is the belief that if you’re honest, work hard, and respect others, progress will follow.
"My father was undoubtedly my first role model. His sense of responsibility, customer focus, and resilience are deeply ingrained in me.."
Which moments have changed your view on leadership or life in recent years?
Arjan: Some of the most defining moments are the difficult decisions that keep you up at night. Choices about restructuring a team, investing in a struggling market, or shutting down a project that no longer serves its purpose. These are not just business decisions; they touch people’s lives and futures.
One example that stays with me was the decision to stop developing a long-standing system that had been in place for a decade. The choice was to invest even more with all the associated risks or pull the plug. I chose the latter. It was the right decision, but it required a lot of empathy and clear communication.
How did you build a leadership team capable of scaling with the company? Do you have a kind of playbook?
Arjan: There’s no one-size-fits-all formula, but my core principles are: trust, autonomy, alignment, and accountability. Building a leadership team that can scale is like assembling a puzzle. You need different skills, personalities, experiences, and shared values. For me, it starts with trust. I look for people I can rely on during tough times.
Then I focus on complementarity. I don’t want clones of myself, but people who bring something I lack. I’m also clear in my expectations: I communicate openly about our direction, what’s needed, and how we measure success. Once that’s established, I give people space to lead in their own way, and I expect them to challenge me when necessary.
What were the most difficult decisions you had to make at E.ON Drive Infrastructure?
Arjan: The toughest decisions involved resource allocation, where to invest, and where not to. In a fast-growing company, it’s tempting to say yes to everything. But discipline is vital. Sometimes, you must say no to ideas or regions you’re emotionally attached to. That’s hard.
There were moments that our direction took a slightly different course than the corporate centre expectations. Balancing entrepreneurial freedom with corporate governance is not always easy.
And of course, the people’s decisions. Every time you change people’s positions or part ways with someone, it has an impact. Those moments require care and clarity.
How do you stay mentally and physically fit?
Arjan: I walk a lot, preferably in nature. It helps me reset, reflect, and release tension. I also aim to exercise three times a week, not extreme workouts, but enough to stay energised. Also gives me a chance to join my youngest daughter, who visits the same gym.
Mentally, I’ve learned to recognise when I’m carrying stress that isn’t mine. Delegating is part of it, but keeping perspective is even more important. Not everything is urgent, and not everything rests on my shoulders. That awareness helps me remain emotionally resilient.
Spending time with family and friends is also crucial. They remind me of who I am beyond work, and that grounding is essential.
"I give people space to lead in their own way, and I expect them to challenge me when necessary.."
What are you most proud of, professionally and personally?
Arjan: Professionally, at EDRI, I’m proud of the scale we’ve achieved, thousands of charging points across Europe, and our relevance. We’re not just present; we matter to our customers.
It’s also valuable to build things that endure. Whether it’s a team, a platform, or a market position, seeing them continue to grow over time is a strong sign that our leadership is making a lasting impact.
On the personal side, I’m very proud of my family. My daughters are independent, thoughtful, and resilient. Watching them find their way gives me so much satisfaction.
What was the biggest risk you’ve taken in your career, and how did it turn out?
Arjan: Leaving consultancy for a line management role at Essent was quite a risk. I went from advising to full accountability. The scale was massive, with a large organisation, millions of customers, and a major systems transformation. A lot could have gone wrong. And I made a lot of mistakes as well in hindsight.
But it turned out to be the best decision I ever made. I had to grow quickly and learned what leadership means: not just solving problems, but enabling others to thrive.
"Seeing how others handle scale, technology, or customer focus often sparks ideas. Curiosity is like a muscle; you have to keep using it. "
How do you stay curious and keep learning in such a fast-moving sector as EV charging?
Arjan: I read a lot of articles, and industry reports. But more importantly, I stay close to practice. I regularly speak with customers, partners, and team members. That’s where I get most of my insights.
I also look outside the industry. Seeing how others handle scale, technology, or customer focus often sparks ideas. Curiosity is like a muscle; you have to keep using it.
If you could advise your 30-year-old self, what would it be?
Arjan: Stay true to your values. They are your compass. But also, develop political awareness. Understand how influence works in large organisations and learn to use it wisely.
And celebrate your successes. Not every win needs a big celebration, but recognition gives teams energy and builds momentum.
"Let your values guide you, trust your instincts, and don’t be afraid to lead with clarity and confidence. "
If your career were a book, what would this chapter be called, and why?
Arjan: This chapter is ‘All elements come together’. I’m in a phase where my values, leadership experience, and the broader industry context align. Everything I’ve learned, operational responsibility, cultural sensitivity, and strategic direction, now converges.
It genuinely feels like a unique opportunity that has emerged over the past few years to bring all of it together and apply it in a way that truly creates meaningful impact.
What is your most important tip for other leaders?
Arjan: Get the right people around you, do what you genuinely believe in, and trust yourself. Leadership is not about knowing everything, but creating conditions for others to succeed.
Let your values guide you, trust your instincts, and don’t be afraid to lead with clarity and confidence.
EVBoosters Executive Search: Trusted growth partner for EV Charging & e-Mobility leadership since 2018
Since 2018, EVBoosters has been the trusted executive search partner for Europe’s leading EV Charging and e-Mobility companies — supporting their growth by placing board members, senior executives and functional leaders who truly shape the industry. If you’re a founder, investor, senior manager or board member looking to strengthen your leadership team or fill a critical senior role in sales, operations or product, we know the market, the talent and the challenges you face.
📅 Schedule an introductory call HERE with our founder and managing partner, Paul Jan Jacobs — and let’s explore together how we can accelerate your growth journey.
