Markus Krebber

Dr. Markus Krebber, born February 16, 1973, in Kleve, Germany, is the Chief Executive Officer of RWE AG, having led the company since May 1, 2021. He first joined the RWE Group in 2012 as Managing Director and CFO of RWE Supply & Trading GmbH, later becoming its CEO (2015–2017). In October 2016 he was appointed to the RWE AG Executive Board as Chief Financial Officer, a role he held until April 2021 before stepping up to CEO — overseeing RWE's transformation from a coal- and nuclear-heavy incumbent into an integrated renewables-focused energy company.

Before RWE, Krebber spent 2005 to 2012 at Commerzbank AG in Frankfurt, holding senior positions including Chief Operating Officer of Retail Banking, Head of Group Integration, and Head of Group Finance (Divisional Board Member level). He began his career as a management consultant at McKinsey & Company (2000–2005).

His education combines banking and academia: a bank traineeship at Deutsche Bank (1992–1995), a Master's in Economics and Business Administration from Gerhard-Mercator-University Duisburg and Indiana University of Pennsylvania (1995–2000), and a doctorate (PhD) from Humboldt University Berlin's Institute of Banking (completed 2007).

As CEO, Krebber chairs or sits on the boards of numerous RWE subsidiaries, including RWE Offshore Wind GmbH, RWE Renewables Europe & Australia GmbH, RWE Generation SE, RWE Power AG, RWE Supply & Trading GmbH, and RWE Americas, LLC. In July 2025, RWE's Supervisory Board extended his contract by five years, through the end of June 2031.

*Reframed to reflect his actual capital-allocation role as CEO of RWE, since no personal angel thesis exists in the public record.*

• Directs RWE's ~€35 billion net investment programme through 2031 in low-carbon generation and grids.
• Core deployment areas: offshore and onshore wind, solar PV, battery storage, flexible/hydrogen-ready gas generation, and energy trading.
• Emphasizes disciplined, returns-driven capital allocation — in 2024–2025 he cut and slowed planned investment where projects did not meet risk-adjusted return hurdles, and prioritized shareholder returns (dividend growth, a share buyback programme).
• Geographic priorities: Europe (Germany, UK, Netherlands), the United States, and Asia-Pacific/Australia.
• Guiding logic: build a "steady hand" balance sheet with reserves to weather geopolitical and commodity-price volatility while funding the energy transition.