Andreas Lober-Lead Consultant

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

Developing key metrics and deriving actions

Comparing sites and transferring best-practice processes

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

Sustainable stabilization of operational team performance and increased customer satisfaction, measured by a reduction in fault 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 area and deriving cross-site measures

Took direct responsibility for the division as successor to one of the managing directors and managed day-to-day operations

Adapted the organizational structure to new market and task requirements, including evaluating 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 new CRM

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 on department responsibility 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 a change manager and liaison between global requirements and local teams

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

Achieved better alignment between sales and service

Handed over 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

Analysis of workflows; joint mapping of process responsibilities in change workshops

Identification of synergies by restructuring teams

Implementation of a new organizational structure with clear functions

Reduction of the department's workload by implementing digital self-service solutions for internal customers

Enabling targeted management of daily operations through key metrics

Creation of transparency in project work through new project roles and structures

Rapid assumption of department responsibility and management of daily operations with customers and workshop partners

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

Development of a new organizational structure (double department size and additional hierarchy level)

Handover of the expanded department to the successor after 8 months with clear structures

Improved customer satisfaction

Decrease in sick leave and turnover in the department

Set up and led three operational service departments

Introduced CIP and KPI structures

Established local service centers in growth markets

Managed in-house and outsourced repair services

Launched an online shop to sell excess inventory

Reduced service throughput times by 40%

Increased service EBIT by an average of 8% per year

Cut freight costs by 15%

Grew service revenue in new regions by 20%

Achieved annual sales of €100,000 through the new online shop