Andreas Lober - Interim Operations Transformation Manager

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Munich, Germany

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Experience

Jan 2025 - Dec 2025

1 year

Interim Head of Call and Service Center

Famicord Group

Europe's largest stem cell bank; company revenue: 78 Mio. EUR; employees 700; personnel responsibility: 18; duration: 6 months
Interim takeover of all teams in the areas of sales/inside sales, order management and service
Separation of the order business in Germany/Austria into two GmbHs under my leadership, while also integrating an acquired company into the German operational business
Additional creation of new KPIs and adjustment of processes with internal interfaces and customers
Requirements management for the introduction of the new CRM
Full implementation of the above-mentioned operational integration and separation of the areas
Improvement of KPIs in call accessibility, first-contact resolution rate and response time
Established newly introduced customer feedback management
Structured handover of the area to my successor

Jan 2025 - Dec 2025

1 year

Project Manager Re-Organisation

Market leader in laboratory diagnostics

Nationwide in Germany
Company revenue: 2,6 Mrd EUR; employees 27.000; duration: 8 months
25 service locations with heterogeneous processes, systems and goals; poor or unknown customer perception; insufficient transparency regarding reasons for customer contacts; service as a significant competitive factor in a price-regulated industry.
Competitor analysis and current-state assessment of all customer touchpoints and related structures
Gap analysis regarding service excellence and derivation of key topics and measures
Selection of an AI implementation partner, definition of AI use cases and management of implementation
Transformation of the sales/service organization from individual silos into central service governance with standardized processes, roles and joint implementation of best practices
Expansion of service KPIs and establishment of cross-location goals based on now-transparent customer expectations
Integration of various AI use cases into sales and service processes
Reduction of call volume by 20% through AI and other process-related measures

Jan 2023 - Dec 2024

2 years

Lead Consultant

Market leader in Facility Management

Various sites of the customer from the defense/military sector in southern Germany; company revenue: 2 Mrd EUR; employees 20.000; duration: 12 months
Performance problems with a high volume of complaints and significant order backlogs for this key account at five Facility Management locations, focusing on maintenance, fault resolution and on-call services in the areas of heating, ventilation technology, refrigeration technology, electrical, plumbing and construction projects
Consulting sparring partner for site and cluster managers on team coordination, order prioritization, service provider management, service documentation and customer communication
Further development of KPIs and derivation of measures
Comparison of locations and transfer of best-practice processes
Sustainably stabilized operational team performance and increased customer satisfaction, measured by the reduction in fault reports and escalation topics through a newly established service KPI dashboard
More focused management of suppliers and subcontractors with high transparency regarding scheduling and delivery performance
Coordination of cross-location Energy Performance Management with the goal of achieving sustainable savings in electricity, water and heating energy consumption
Identification of buildings with the highest energy consumption per net floor area and derivation of cross-location measures

Jan 2023 - Dec 2023

1 year

Lead Project Manager

Manufacturer of technical consumer goods B2B / B2C

Company revenue: 200 Mio. EUR; employees 500; duration: 6 months
In-depth analysis of the company's service organization and processes, resulting in an assessment of service maturity in the areas of processes and KPIs, service partners, innovation/digitalization, employees/leadership, knowledge management/learning and service perception
Defined improvement measures for each area with an implementation plan
Recommendation for short- and medium-term organizational changes across Europe in parallel with the new service strategy

Jan 2023 - Aug 2023

8 months

Interim COO

Start Up in the field of Chemical Innovations

Sparring partner for developing the business plan and investor pitches
Selection, setup and tailoring of a CRM system and, based on this, implementation of order management
Customer acquisition, quotation and order management
Selection and implementation of supplier relationships and establishment of a supply chain from sourcing materials to shipping to customers
Development of the Value Proposition
Coordination of the search for a laboratory
Recruiting and onboarding of new employees
Completed partnerships with additional investors and business angels
Transition of the company from Pre-Seed to Early Stage
First customer orders and their processing based on a defined process

Jan 2022 - Nov 2022

11 months

Interim Head of Operations

LichtBlick / Eneco E-Mobility

Kitzingen/Hamburg/Rotterdam; company revenue: 180 Mio. EUR; employees 150; personnel responsibility: 25; duration: 11 months
Transformation of the start-up ChargeIT from a local industry pioneer into part of an international energy group as part of the acquisition; cultural barriers between the Dutch and Franconian employees and numerous resignations on the German side; introduction of new customer segments and a new CRM system
Directly assumed responsibility for the department as successor to one of the managing directors and managed day-to-day operations (installation and service of EV charging stations throughout Germany: field service, technical service, internal service)
Adaptation of the organizational structure to new market and task requirements, including assessment of employee potential and filling new leadership roles with internal staff
Cross-departmental process transformation in relation to the new customer segments (from utilities to B2B/B2C) and the new CRM
Stabilized and optimized processes in a newly established organization based on clearly defined responsibilities and KPIs
Integration of the team from Hamburg (LichtBlick) into the operational unit
Significant increase in employee satisfaction (eNPS +30%) and customer satisfaction (NPS + 25%)
Onboarded new installation partners and established stable partnerships

Jan 2021 - Jul 2021

7 months

Interim Head of Service & Operations

Envision Digital

Munich, Germany; company revenue: 30 Mio. EUR; employees 40; personnel responsibility: 7; duration: 7 months
Took over the position during the start-up/scale-up phase, with service structures only partially in place while leads and orders in the B2C and B2B segments were increasing rapidly
Took stock of processes and interfaces with customers and service providers
Gradual team development
Managed day-to-day operations (customer process from inquiry and quotation through installation of EV charging infrastructure to after-sales service)
Simultaneously optimized processes internally and with customers, electricians, call centers, electricity grid and metering operators, including evaluation and partial replacement of partners
Ensured a smooth procurement and supply chain for all installation materials
Increased order volume by 30%; handed over the department to the successor, moving it from “firefighting mode” to a structure with high-performing service partners as well as clear processes and responsibilities

Jan 2021 - May 2021

5 months

Interim Director Operations & Customer Service Medical Technology

GN Hearing A/S

Medical technology, Münster, Germany; company revenue: 2 Mrd. EUR; employees 5000; personnel responsibility: 30; duration: 8 months
Leadership gap in Customer Service during a transformation phase (outsourcing activities, loss of know-how due to departing employees), further complicated by the central service center in the UK (start of Brexit) and new logistics challenges
Quickly assumed responsibility for the department and managed day-to-day operations with customers and service providers
Resolved current operational issues (customs, Brexit), prioritized and redistributed tasks in daily business (existing tasks were relocated while new ones were added)
Implemented the transformation activities from local teams to the Shared Service Center in Hungary as Change Manager while ensuring high quality
Scaled and stabilized operations at the Shared Service Center in Hungary (increased order processing volume there by 70%); handed over the department to the successor with clearly defined role profiles; significantly improved repair turnaround times (-30%) and established a Service KPI Dashboard as a management tool.

Jan 2020 - Jun 2021

1 year 6 months

Remote

Interim Director Customer Service Europe

InternetStores GmbH

Stuttgart, Germany (project managed 95% remotely); company revenue: 500 Mio. EUR; employees 900; personnel responsibility: 90; duration: 6 months
E-commerce retailer for bikes and outdoor products
Vacancy in responsibility for customer service at three locations (Stuttgart, Berlin, Stockholm); the corporate group with several online shops across Europe (including fahrrad.de, addnature.com) had grown significantly, resulting in organizational inconsistencies, suboptimal processes, and major customer complaints and backlogs during the summer of Corona
Directly took over all three teams (call and service centers) and managed day-to-day operations with customers from 14 countries
Developed a new organizational structure (created consistent role profiles, established additional development opportunities within the team, adapted management levels to the increased department size)
Customer journey mapping, optimization of efficiency and data transparency
Introduced new service features (including expert consultations, chatbot, social media integration)
Handed over the newly transformed department to the successor after 5 months; significantly improved NPS (+20%), backlog processing (-55%) and response time (-45%); established a Service KPI Dashboard.

Jan 2019 - Aug 2020

1 year 8 months

Transformation Manager and Process Optimizer

SWM Stadtwerke München

Munich, Germany; company revenue: 8,3 Mrd. EUR; employees: 9.000; duration: 8 months
Newly established department (internal service provider, 30 employees) formed from two culturally different areas; inherited tasks; redundant and parallel task processing without clear delineation of responsibilities; lack of transparency regarding project statuses
Analyzed workflows; jointly mapped process responsibilities in change workshops led by me; identified synergy potential through restructuring of the teams
Implemented a new organizational structure with clear functions; reduced the department’s workload through digital self-service solutions for internal customers; enabled targeted management of day-to-day operations using KPIs; created transparency in project work through new project roles and structures.

Jan 2018 - Aug 2019

1 year 8 months

Managed Services Project Manager

NCR

Clarification of locally differing requirements and implementation with service providers and teams
Services implemented at new locations in 7 countries on time/in budget
Local responsibilities clearly defined via SLAs

Jan 2018 - Sep 2018

9 months

Interim Manager

Railpool GmbH

Munich, Germany; Grown Start-Up in the transport leasing sector; Company revenue: 115 Mio. EUR; Employees: 65; Personnel responsibility: 22; Duration: 9 months
Company had grown rapidly without adapting its processes; central Service Management department left without leadership following the short-notice departure of the new manager during the probationary period
Rapidly took over departmental responsibility and managed day-to-day operations with customers and workshop partners
Resolved uncertainties and friction within the team, as well as with workshops, customers and other departments
Developed a new organizational structure (double department size and additional hierarchy level) and managed its implementation as a leader and Change Manager (including evaluation of different scenarios, selection of team leaders, role definition, change communication)
Handed over the expanded department with clear structures to the successor; improved customer satisfaction; reduction in sickness absence and staff turnover in the department.

Jan 2017 - Jul 2017

7 months

Multi-Project Manager

SMA AG

Kassel, Germany; Market leader in the solar industry (inverters); Company revenue: 900 Mio. EUR; Employees: 3.200; Duration: 7 months
Transformation of Aftersales sales channels: Introduction of a Go-To-Market strategy for new Service Offerings: In the post-warranty area, SMA had previously had no direct sales channel and therefore no revenue.
Analysis of the customers' Installed Base for additional service revenue potential
Development of new Service Offerings and introduction of a circular process for inverters
Adaptation of Sales&Operations processes to the new Offerings together with the operational departments and partners involved
Go-To-Market preparation and launch in selected pilot regions
Launch of these new sales models in pilot regions; introduction of an app through which customers can order these services digitally; successful nationwide offering of the piloted Offerings afterwards, generating revenue in the six-figure range

Jan 2016 - Present

10 years 9 months

Interim Manager, Consultant and Project Manager

Self-employed as Interim Manager, Consultant and Project Manager

15 mandates since 2016 in 12 industries with FTE responsibility of up to 100.

Since 2016, I have supported companies as a self-employed Interim Manager and consultant across industries with organizational transformations and operational challenges

Jan 2016 - Jul 2017

1 year 7 months

Order Processing Process Optimizer

UnityMedia

Heidelberg/Cologne, Germany; Cable network/Internet provider; Company revenue: 2,1 Mrd. EUR; Employees: 2.600; Duration: 7 months
High growth targets in a new business area and results below plan; limited transparency at the corporate headquarters (Cologne) regarding order processing operations (Heidelberg)
Detailed process analysis in the customer center (order processing) based on interviews, process observations and multimoment studies, identifying non-value-adding work steps and system breaks and deriving areas for action
Introduction of Continuous Improvement (CIP) to actively involve employees in the operational improvement process
Development of KPIs for targeted management of the entire process chain
Gradual implementation of measures with all stakeholders
Reduction of the cancellation rate in the quotation process by 15%; acceleration of order processing time by 20%; increase in new connection orders by 25%

Jan 2016 - Dec 2016

1 year

Project Manager Reverse Processes

Amazon EU

Company revenue: 136 billion EUR; employees: 341,000; duration: 6 months
Need for optimization in the Warehouse Deals area (refurbishment and resale of customer returns)
Analysis and optimization of Circular Economy processes in the Return Centers with a focus on high resale value (grading rate) and avoiding scrapping
After piloting measures in DE (Prague site), subsequent Best Practice Sharing across other sites in Europe
Significant improvement in the grading rate and reduction of the scrapping rate in the various EU Return Centers
Expansion of the product range of resalable goods

Jan 2010 - Dec 2016

7 years

Munich, Germany

Service Operations Manager Region EMEA

Robert Bosch GmbH Security Systems

From 2012 with additional global responsibility; company revenue: 1.7 billion EUR; employees: 13,000 (in each business division); own personnel and budget responsibility: 23 employees / 15 mEUR
No dedicated service unit in this Bosch business division until 2010; as part of the newly established management team, I helped build this service organization at the new site
Rapidly took over day-to-day operations as head of three operational service departments
Optimization of processes and interfaces between the RMA Desk, repair technicians, Service Operations, service providers and customers based on CIP
Establishment of own local service centers with external partners in growth markets (Russia, Turkey, South Africa): identification of partners, contract conclusion, setup of KPIs and processes, coordination of training
Insourcing and outsourcing of repair services with service partners
Introduction of a new packaging concept for spare parts and replacement devices
Layout of the Return Center warehouse area according to Lean Management principles (5S, Kanban)
Launch of an online shop for selling obsolete inventory, including price calculation and operational management with the service provider
Implementation of a claim process with suppliers for defective components during the warranty period
Transfer of First Level Tech Support from the business units to a service provider in Romania
Gradual implementation of Best Practices from EMEA in other regions as well (Americas, APAC)
Reduction of service turnaround times (processing times from order receipt through repair to return shipment) by 40%
Increase in service EBIT by an average of 8% per year
Sustainable reduction of errors and damage
Reduction of freight costs by 15% (volume bundling, contract optimization)
Increase in service revenue in the regions with newly established local service centers by an average of 20%
Annual revenue of 200,000 EUR generated through the new online shop

Jan 2008 - Dec 2010

3 years

Munich, Germany

Inhouse Consultant Supply Chain Management

Robert Bosch GmbH

Taskforce Lead in global optimization projects (including bundling sea freight volumes with Chinese suppliers; optimization of the supply chain from the Distribution Center to Russia; introduction of software for transport cost tracking and automated invoice auditing)
Management of training sessions worldwide on Bosch process standards

Jan 2006 - Dec 2008

3 years

Senior Consultant

Accenture Management Consulting

across Europe; company revenue: 35 billion USD; employees: 440,000
Mobile communications infrastructure group: Country Project Manager in a post-merger environment; implementation of the new target operating model in Portugal and Switzerland
High-tech manufacturer (PCs): optimization of Repair/Return processes, including the introduction of an incentive system for distributors to reduce the No-Fault-Found rate
Steel production group / Automotive OEM supplier: identification of Saving Potentials in the Cross-European Supply Chain, including implementation of measures

Jan 2002 - Dec 2004

3 years

Karlsruhe, Germany

Project Manager

Robert Bosch GmbH Automotive Aftermarket

Automotive Aftermarket; company revenue: 6 billion EUR; employees: 18,000 (in each business division)
Cross-departmental project management for the supply of spare parts from Bosch plants to global Independent Aftermarket workshops, OEMs and parts dealers

Jan 1996 - Dec 2002

7 years

Friedrichshafen, Germany

Plant Logistics Project Manager

Schenker AG

Company revenue: 15 Mrd. EUR; employees: 66.000
Project management for plant logistics at a customer in Portugal (semiconductor industry) as part of the factory expansion
Project management for various customers (including automotive, high-tech, semiconductor, and mechanical engineering)

Industry experience

See where this freelancer has spent most of their professional time.

Experienced in Manufacturing, Automotive, Information Technology, Professional Services, Transportation, and Telecommunication.

Manufacturing

Automotive

Information Technology

Professional Services

Transportation

Telecommunication

Business area experience

See which departments and functions this freelancer has contributed to most.

Experienced in Project Management, Supply Chain Management, Logistics, Customer Service, Operations, and Sustainability Management.

Project Management

Supply Chain Management

Logistics

Customer Service

Operations

Sustainability Management

Summary

15 mandates since 2016 · 12 industries · FTE responsibility for up to 100 employees. Change is my passion! I support companies during phases of high change dynamics – with clear analysis, structured prioritization and hands-on implementation, I take responsibility and achieve fast, measurable results: higher customer satisfaction, increased order volume, stable processes, sustainable performance improvement. My approach: listen carefully – look closely – implement decisively. Top results, including: NPS +25% | Backlog -55% | Response Time -45% | Cancellation Rate -15% | Order Volume +30% | Repair Lead Times -30%

Skills

Areas Of Expertise

Building New Organizations And Transforming Organizations In Fast-Growing Structures Or In Response To New Market Requirements
Process Optimization, Including With The Help Of Ai Integration, Focusing On Higher Customer Satisfaction, Cost Reduction And Maximizing Value-Adding, Sustainable Processes As Well As Cross-Country Scaling And Standardization Of Best Practices
Leading, Scaling And Integrating Internal And External Departments And Teams, Including Order Management, Call Centers, Shared Service Centers And Repair Locations

Industry Expertise

Medical Technology
Electric Mobility
E-Commerce/Fmcg
Transport/Logistics
Energy/Municipal Utilities
Solar Technology
Automotive
Electrical Engineering
Mechanical Engineering
Facility Management
Circular Economy
Laboratory Diagnostics
Telecommunications

Leadership Principles

Leading, Developing And Motivating Teams Of Up To 100 Employees
Change Enabler And Empathetic Leader
“Ambidextrous Leadership”: Improving Efficiency And Stability While Shaping Renewal At The Same Time
Making Teams More Effective Through Trust-Based Dialogue, Thereby Creating A Win-Win For Employees And Management

Skills And Methods

Post-Merger-Integration
Crm Optimizations
Multimoment Snapshots
Target Operating Model
Lean Management
Agile Project Management
Ai Implementation
Kvp/Kaizen
Saas
Sales/Service Synergies
Kanban
Value Proposition

It Skills

Selection, Use-Case Development, Introduction And Application Of Ai Tools
Business Process Management Tools: Miro, Nintex, Visio, Signavio, Bpmn 2.0
Virtual Collaboration Tools: Teams, Sharepoint, Confluence, Jira, Slack
Reporting Tools, Including Power Bi
Crm And Service Management Systems: Salesforce Service Cloud, Hubspot, Jira, Sap Sd, Ms Dynamics/Navision, Samdock, Servicenow
Ms Office: Excel, Powerpoint, Project, Access, Word

Languages

German

Native

English

Advanced

Spanish

Intermediate

French

Intermediate

Dutch

Intermediate

...and 1 more

Education

Oct 2004 - Jun 2005

Nimbas-Bradford Graduate School of Management

Master of Business and Administration (MBA), with Merit · Business Administration · Utrecht, Netherlands

Oct 1996 - Jun 1999

Duale Hochschule Baden-Württemberg Mannheim

Diplom-Betriebswirt · Betriebswirtschaftslehre · Mannheim, Germany

Oct 1986 - Jun 1995

Gymnasium Dinkelsbühl

Abitur · Dinkelsbühl, Germany

Certifications & licenses

Agiles Management

Iversity / Comcave College

CSR Sustainability Management In Der Praxis

Verso Academy

KI-Kompetenz gemäß EU-KI-VO und AI Act

Robert Bosch Kolleg LEAD Program

Robert Bosch Kolleg Professional Service Manager

Kanban University

Statistics

Experience

Total positions 21

Experience in Manufacturing 19.5 y

Avg length 2 y 4 m

Longest experience 10 y 8 m

Global experience

Countries worked in 1 (Germany)

Primary country Germany

Expertise

Recent roles Interim Head of Call and Service Center, Project Manager Re-Organisation, Lead Consultant

Main industries Manufacturing, Automotive, Information Technology

Main business areas Project Management, Supply Chain Management, Logistics

Qualifications

Highest degree Master

Certifications earned 8

Profile

Member since

November 2023

Last update

September 2026

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Frequently asked questions

Have questions? Find more information here.

Andreas is based in Munich, Germany and can operate in on-site, hybrid, and remote work models.

Andreas speaks the following languages: German (Native), English (Advanced), Spanish (Intermediate), French (Intermediate), Dutch (Intermediate), Portuguese (Intermediate).

Andreas has at least 30 years of experience. During this time, Andreas has worked in at least 21 different roles and for 21 different companies. The average length of individual experience is 1 year and 5 months. Note that Andreas may not have shared all experience and actually has more experience.

Based on recent experience, Andreas would be well-suited for roles such as: Interim Head of Call and Service Center, Project Manager Re-Organisation, Lead Consultant.

Andreas's most recent position is Interim Head of Call and Service Center at Famicord Group.

In recent years, Andreas has worked for Famicord Group, Market leader in laboratory diagnostics, Market leader in Facility Management, Manufacturer of technical consumer goods B2B / B2C, and Start Up in the field of Chemical Innovations.

Andreas is most experienced in industries like Manufacturing, Automotive, and Information Technology. Andreas also has some experience in Professional Services, Transportation, and Telecommunication.

Andreas is most experienced in business areas like Project Management, Supply Chain Management, and Logistics. Andreas also has some experience in Customer Service, Operations, and Sustainability Management.

Andreas has recently worked in industries like Professional Services, Aerospace and Defense, and Biotechnology.

Andreas has recently worked in business areas like Project Management, Customer Service, and Operations.

Andreas holds a Master in Business Administration from Nimbas-Bradford Graduate School of Management and a Master in Betriebswirtschaftslehre from Duale Hochschule Baden-Württemberg Mannheim.

Andreas has 8 certificates. Among them, these include: Agiles Management, CSR Sustainability Management In Der Praxis, and KI-Kompetenz gemäß EU-KI-VO und AI Act.

The availability of Andreas needs to be confirmed.

Daily rate distribution

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Daily rate avg. 1020 €

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Median rate 1000 €

The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.

Calculated based on our freelancers’ daily rates as of 27 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.