Andreas Lober-Lead Consultant

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

Further developing KPIs and deriving actions

Comparing sites and transferring best-practice processes

Coordinating cross-site energy performance management to achieve sustainable savings in electricity, water, and heating energy consumption

Sustainably stabilized operational team performance and increased customer satisfaction, measured by a decrease in incident reports and escalations

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

Identifying buildings with the highest energy consumption per net floor area and deriving cross-site measures

Directly took over departmental responsibility as successor to one of the managing directors and managed the daily operations

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

Transformed processes across departments regarding new customer segments (from utilities to B2B/B2C) and the new CRM system

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

Integrated the Hamburg team (LichtBlick) into the operational unit

Significant increase in employee satisfaction (eNPS +30%) and customer satisfaction (NPS +25%)

Phased in new installation partners and established stable partnerships

Quickly took over responsibility for the department and managed day-to-day operations with customers and service providers

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

Implemented transformation activities as change manager and link 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

Transitioned the department to the successor with clearly defined role profiles

Significant improvement in repair and transport turnaround times (-30%)

Established a service KPI dashboard as a management tool

Analyzed workflows; mapped responsibilities in the process together in change workshops

Identified synergy potentials by restructuring the teams

Implemented a new organizational structure with clear roles

Reduced workload for the department by digital self-service solutions for internal customers

Enabled targeted management of daily operations through key metrics

Developed transparency in project work through new project roles and structures

Quickly took over department responsibilities and managed daily operations with customers and workshop partners

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

Developed a new organizational structure (doubled department size and added an extra management layer)

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

Improved customer satisfaction

Reduced sick leave and turnover in the department

Built and led three operational service departments

Introduced CIP and KPI structures

Established local service centers in growth markets

Insourced and outsourced repair services

Launched an online shop to sell surplus stock

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 shop