Andreas Lober - Lead Consultant

Acted as sparring partner for site and cluster managers on team coordination, prioritization, and customer communication

Refined key performance indicators and derived action plans

Compared locations and transferred best practice processes

Coordinated a cross-site energy performance management program aimed at sustainable savings in electricity, water, and heating energy consumption

Achieved sustained stabilization of operational team performance and increased customer satisfaction, measured by a reduction in incident reports and escalations

More focused management of suppliers and subcontractors with high transparency in scheduling and delivery performance

Identified buildings with the highest energy use per net floor area and derived cross-site measures

Took over the division responsibility directly as successor to one of the managing directors and managed the daily operations

Adapted the organizational structure to new market and task requirements, including assessing employee potential and filling new leadership roles with internal staff

Led cross-departmental process transformation for new customer segments (from utilities to B2B/B2C) and the new CRM

Stabilized and optimized processes in a newly established organization based on clear responsibilities and KPIs

Integrated the Hamburg team (LichtBlick) into the operational unit

Significantly increased employee satisfaction (eNPS +30%) and customer satisfaction (NPS +25%)

Phased in new installation partners and established stable partnerships

Quickly took over division responsibility and managed daily operations with customers and service providers

Resolved current operational issues (customs, Brexit), prioritized and redistributed tasks in daily business

Executed transformation activities as change manager and liaison between global requirements and local teams

Ensured high quality in transferring call center activities to the shared service center

Achieved improved alignment between sales and service

Handed over the department to the successor with clearly defined role profiles

Significantly improved repair and transport lead times (-30%)

Established a service KPI dashboard as a management tool

Analyzed workflows; jointly mapped responsibilities in the process during change workshops

Identified synergy potentials by restructuring teams

Implemented a new organizational structure with clear roles

Relieved the department by introducing digital self-service solutions for internal customers

Enabled targeted day-to-day management through key metrics

Created transparency in project work through new project roles and structures

Quickly took over departmental responsibility and managed daily operations with customers and workshop partners

Removed uncertainties and friction within the team as well as with workshops, customers, and other departments

Developed a new organizational structure (doubling the department size and adding an extra hierarchy level)

Handed over the expanded department with clear structures to the successor after 8 months

Improved customer satisfaction

Reduced sick leave and turnover in the department

Set up and led three operational service departments

Implemented CIP and KPI structures

Established local service centers in growth markets

Managed insourcing and outsourcing of repair services

Launched an online store to sell surplus inventory

Reduced service lead times by 40%

Increased service EBIT by an average of 8% annually

Cut freight costs by 15%

Grew service revenue in new regions by 20%

Generated annual revenue of EUR 100,000 through the new online store