Meet the Expert, Flora Cuvelier

“Curiosity is essential in a sector that is evolving so rapidly”

The energy and utilities sector is facing major changes. According to Flora Cuvelier, Market Partner Energy & Utilities at Sopra Steria, this calls for a new way of looking at technology, collaboration and strategy. In this interview, she explains how she views the energy transition, what role digitalisation plays in it and what makes her work so enjoyable.

What does a Market Partner Energy & Utilities do?
“As Market Partner Energy & Utilities, I act as a strategic leader and point of contact for Sopra Steria within this sector. I represent the company and ensure we make the right connection between customer needs, market developments and our propositions. This keeps our approach relevant and firmly rooted in practice.

I am involved in defining and driving the development of our market offering. I provide strategic direction for the sector and ensure this aligns with the broader business objectives. In doing so, I draw on in-depth industry knowledge to identify trends and new challenges and position Sopra Steria as a reliable and forward-looking partner.

I also support commercial teams and consultants. By sharing market insights, client priorities and strategic perspectives, I help them develop strong value propositions and deliver impactful client projects.”

What makes the energy and utilities sector an interesting place to work?
“The energy and utilities sector is challenging because it affects everyone: citizens, businesses and the economy as a whole. The sector plays a key role in the functioning of our society; if the energy system fails, everything comes to a standstill.

Furthermore, the sector is central to major societal issues, such as energy independence, the energy transition and security of supply. Developments within this sector have a direct economic and social impact on countries. At the same time, it is a highly regulated and political environment, in which decisions are closely linked to government policy and national priorities. That makes the sector complex, but also particularly interesting

Moreover, the sector is in the midst of a transition. To tackle current and future challenges, organisations must increasingly collaborate and operate across borders more frequently. The combination of impact, complexity and a clear social purpose makes it a highly attractive sector to work in.”

How did you end up in IT?
“I don’t have a traditional IT background. I previously worked in consultancy, where my interest in business issues and transformation projects originated.

Sopra Steria approached me with the ambition to develop a more business-oriented vision, one that goes beyond purely IT-driven projects. What appealed to me was the opportunity to contribute to that positioning: linking sector challenges, client needs and the solutions we develop.
My focus is on working on organisations’ core activities, so that what we deliver truly meets their needs and creates tangible value.”

The energy sector is in the midst of an energy transition. Which digital innovations play a key role in this?
“The energy transition is making the management of energy systems increasingly complex. Digital technologies are essential to make that complexity manageable.

The sector is increasingly relying on data-driven platforms to manage a system that is becoming more decentralised and dynamic. With the growth of renewable energy and distributed assets, utility companies need solutions to forecast supply and demand, coordinate flexibility (such as storage, electric vehicles and demand response) and monitor grid stability in real time.

Digital solutions also play a key role in security of supply and cybersecurity, particularly as infrastructures become increasingly interconnected and vulnerabilities grow.

One technology that really stands out is the digital twin. This creates a virtual representation of networks or assets, enabling operators to simulate scenarios, predict congestion and analyse the impact of new energy sources. This is crucial in a system that is becoming increasingly dynamic and complex.”

How can utility companies use digitalisation to become future-proof?
“Digitalisation enables energy and utility companies to adapt to an increasingly complex and dynamic system, whilst remaining reliable, flexible and competitive.

It facilitates a shift from reactive to proactive and data-driven decision-making, for example through better forecasting, predictive maintenance and advanced planning tools.

In addition, digitalisation increases operational flexibility, which is essential for integrating renewable energy and managing changing demand patterns and grid constraints. Platforms that coordinate distributed assets and optimise energy flows are becoming increasingly important in this regard.

Digitalisation also helps organisations operate more efficiently and better control costs – crucial at a time when energy affordability is under pressure. Ultimately, it supports the development of more integrated and resilient energy systems, with better insights, stronger collaboration across the supply chain and improved cybersecurity.”


Which (strategic) challenges are currently the most urgent?
“Energy and utility companies face three key strategic priorities: security of supply, affordability and the integration of renewable energy.

Security of supply remains essential, particularly given the geopolitical uncertainties and the increasing complexity of the system. Companies must ensure reliable and resilient energy systems whilst dealing with more volatile production and demand patterns.

At the same time, pressure on affordability is mounting, as the investments required for the energy transition – such as in networks, renewable energy and flexibility – are substantial. Companies must balance these costs against the need to keep energy accessible to consumers and maintain economic competitiveness.

Furthermore, the growth of renewable energy brings its own challenges. Its intermittent nature requires a fundamentally different approach to system management, infrastructure planning and flexibility management.

The greatest challenge lies in balancing these three factors simultaneously. This requires careful consideration and long-term strategic choices. The transition is therefore not only technical but also systemic, and calls for close coordination between infrastructure, regulation and operational management.”

What services and solutions can Sopra Steria offer to help the energy and utilities sector?
“Sopra Steria supports clients in the energy and utilities sector across the entire value chain: from operational processes to IT and transformation.

At the operational level, we offer digital solutions, such as platforms for asset management, predictive maintenance, digital twins and tools for network planning and flexibility management. These help organisations to work more efficiently and better anticipate future challenges.

In addition, we develop data-driven platforms that enable real-time insights, better forecasts and evidence-based decision-making in the areas of operations and planning.

In the IT sphere, we provide support with system integration, application modernisation, cloud transformation and data management. Through this, we help organisations replace outdated systems and realise scalable, flexible IT landscapes.

Finally, we guide end-to-end transformations: from defining target models to process optimisation and aligning business and IT, so that digital initiatives actually deliver value.”


You mentioned a digital twin solution just now. How can that support energy companies?
“A digital twin is a dynamic, virtual model of a physical system or process, fed by historical and real-time data. This allows the behaviour of installations to be simulated, monitored and optimised. Among other things, this enables predictive maintenance, performance analysis and scenario simulations, without intervening in the physical environment. The real value lies in its integration into decision-making: it enables energy companies to operate more proactively, flexibly and in a better-aligned manner within a rapidly changing system.”


What makes your work so enjoyable?
“My work sits at the intersection of clients, market dynamics and internal teams. That variety means no two days are the same. The energy and utilities sector is also complex and constantly evolving, which means I’m always learning. I find that very inspiring. There’s always a new issue or perspective to explore.

I also draw a lot of energy from interacting with customers, colleagues and partners. That exchange helps me stay sharp and focus on what’s really relevant. What motivates me personally is making connections: translating market insights into concrete and practical solutions.”


How do you stay sharp and relevant in a sector that changes so rapidly?
“It starts with actively following the market. Through regular contact with clients and attending industry events, I stay close to the practical side of things. I also keep learning continuously through reports, conversations and my day-to-day work. Curiosity is essential in a sector that evolves so rapidly.

It also helps to make connections between different situations and clients. That provides perspective and helps to understand broader developments. Finally, I strongly believe in collaboration: by sharing knowledge and challenging ideas with colleagues, you continue to develop yourself.”


What advice would you give to someone interested in a career in IT?
“You don’t need a pure IT background to work in this sector. I didn’t have one either, and it hasn’t been a hindrance for me. What really counts is curiosity and a willingness to learn.

What helped me was first gaining a good understanding of the business side: how organisations work and what their challenges are. From there, you can learn step by step how technology supports that.

Furthermore, this is a particularly interesting time to enter the IT sector. In Europe, the need for digital autonomy is growing, which creates many opportunities across a wide range of sectors.”