As digital transformation in energy accelerates across utilities and retailers, operational leaders are redefining how data, automation and AI support performance and scalability. Ahead of the Digital Energy Strategies Summit, Gerard Roca Nogués, IT Business Partner at Audax Renewables, shares how large-scale ERP and CRM modernisation, low-code automation and AI adoption are reshaping commercial and back-office operations. His session will explore what it really takes to deliver measurable outcomes from digital initiatives — and how organisations can embed digital transformation in energy into everyday decision-making and long-term strategy.
Gerard, please tell us about yourself and your experience in the industry?
I have been working in the utilities sector for nearly 20 years, with the last five focused specifically on the energy industry. Throughout my career, I have developed a strong blend of business and technical expertise, having worked in functional analysis, led software development teams, and held leadership roles across operations, continuous improvement, and IT partnership.
This combination of experience has given me a holistic understanding of how people, processes, and technology interact across the value chain. My focus has always been to deliver scalable, efficient, and data‑driven solutions that strengthen organisational performance and accelerate digital transformation.
How is your organisation responding to digital transformation in the industry?
At Audax Renovables, digital transformation has become a core strategic lever. We are currently redefining our operational and commercial processes through large‑scale implementations of new ERP and CRM systems and the use of AI for some processes, improving data quality, automation, and end‑to‑end visibility.
We’re also empowering business teams through low‑code solutions, advanced analytics, and a stronger data governance model, enabling faster decisions, greater standardisation, and scalable operations.
“Transformation is not only about systems — it is about people, processes, and communication.”
What outcomes do you hope to achieve in your participation at Digital Energy Strategies Summit this year?
My goals are:
- Share our own transformation journey, including lessons from new systems, AI and low‑code adoption, and process redesign.
- Connect with industry peers facing similar operational, technological, or data challenges.
- Identify new approaches and solutions that can support our efficiency and automation roadmap.
What excites you about the topics to be explored at the summit?
The Summit touches precisely the areas where the energy sector is evolving most rapidly — data, automation, AI adoption, IT/OT integration, and digital operating models. What excites me most is the opportunity to discuss how these technologies can produce tangible improvements: faster processes, better pricing and risk control, more accurate forecasting, and more empowered teams.
What do you see as the biggest challenges affecting the industry over the next 12-months?
- Rising market volatility, requiring stronger forecasting, risk models, and data governance.
- Operational scalability, especially for retailers balancing customer growth with process complexity.
- Modernisation of legacy systems, which often slows down innovation.
- Integrating AI responsibly, ensuring it delivers value without compromising quality or compliance.
- Talent & skills gaps, especially around digital capabilities and cross-functional roles.
“Digitalisation is enabling energy companies to move from reactive operations to predictive and proactive models.”
What surprises you most about digital transformation in the industry?
How uneven the maturity levels still are across companies. Some organisations are already leveraging predictive analytics and AI-driven operations, while others are still heavily dependent on manual processes or fragmented systems.
Another pleasant surprise is how quickly business teams adopt digital tools when solutions are simple, accessible, and clearly tied to improving their daily work.
How do you see digitalisation and automation improving the sector?
Digitalisation is enabling energy companies to move from reactive operations to predictive and proactive models. Automation can drastically reduce operational cost‑to‑serve, minimise errors, accelerate contract flows, and reduce customer demand through better self-service.
Ultimately, it allows teams to focus on higher-value activities, while systems take care of repetitive tasks.
Can you think of examples within your own projects of how automation / digitalisation has improved the sector?
- Low-code automation in Back Office significantly simplified and automated daily processes, reducing manual interventions and improving accuracy.
- AI Agents that support the teams’ processes.
- Power BI rollouts enhanced decision-making for markets, debt analytics, and risk management.
- New CRM & ERP implementation increased granularity in pricing and product configuration, improving customer billing and operational control.
All these initiatives contributed to reducing clients’ demand and lowering cost‑to‑serve.
What are the biggest challenges relating to planning, designing and implementing your digital and automation strategies?
- Managing the change curve inside the organisation, especially when introducing new processes or tools.
- Ensuring data readiness, as poor-quality data quickly limits the impact of any digital initiative.
- Aligning IT and business priorities, making sure technology investments directly support operational goals.
- Balancing speed with stability, especially when modernising core systems.
What did you learn from project experiences that might help industry colleagues going forward?
Three key learnings stand out:
- Start with process clarity, then bring in technology — not the other way around.
- Make data a first-class citizen; without proper governance, every project suffers.
- Engage end users from day one — their experience determines whether a solution succeeds.
“Make data a first-class citizen; without proper governance, every project suffers.”
What advice would you give someone who is just entering the industry and what, would you say, are your biggest career learnings?
For newcomers:
- Be curious and learn how the full energy value chain works — everything is interconnected.
- Develop both business acumen and digital skills; the combination is extremely powerful.
- Seek roles that expose you to transformation projects — they accelerate your learning curve.
My biggest learning: transformation is not only about systems — it is about people, processes, and communication.
Why should industry colleagues come to the summit in 2026?
Because it is one of the few events where decision‑makers, innovators, and operational leaders come together to share real, practical transformation experiences. It’s a unique opportunity to benchmark, gain insights, and explore new solutions that directly impact efficiency, digital evolution, and long‑term competitiveness.
What is your top tip when attending summits and conferences?
Be intentional:
- Choose a few key topics you want to deepen.
- Engage proactively with people — the most valuable insights often come from informal conversations.
- Take notes of ideas that can be applied immediately back at work.
Gerard, thank you for taking the time to share your insights and experiences with us. Your practical perspective on digital transformation in energy, automation and data-driven operations brings real value to the conversation. We look forward to welcoming you to the stage at the Digital Energy Strategies Summit and continuing the discussion in Madrid.
Join the Conversation at The Digital Energy Transition Summit
28-29th May 2026 | Madrid, Spain
If digital transformation in energy is a strategic priority for your organisation, the Digital Energy Strategies Summit offers a closed-door environment to benchmark approaches, exchange practical lessons, and connect with senior leaders driving change across utilities, retailers, TSOs and energy operators.
Secure your place today and gain direct insight into how peers are delivering AI, automation and scalable digital operating models across the energy value chain.
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