Andreas Lober
Interim Manager Service Operations | Fulfillment
Experience
Lead Consultant
bei einem Marktführer im Bereich Facility Management
Ausgangslage: Performance-Probleme mit hohem Beschwerdeaufkommen und massivem Auftragsrückständen bei einem Key Account an fünf Standorten im Facility Management (Gewerke u.a.: Heizung, Klima, Elektro, Sanitär, Raumluft, Bauprojekte)
Aufgabe und Herangehensweise: •Sparring von Objekt- und Clusterleitern zu Team-Koordination, Priorisierung und Kundenkommunikation •Weiterentwickeln der Kennzahlen und Ableiten von Maßnahmen •Vergleich der Standorte und Übertragen von Best-Practice-Prozessen •Koordination eines standortübergreifenden Energy Performance Managements mit dem Ziel von nachhaltigen Einsparungen bei Strom-, Wasser- und Heizenergie-Verbräuchen
Ergebnis: •Nachhaltig stabilisierte operative Team-Performance und erhöhte Kundenzufriedenheit, gemessen am Rückgang von Störmeldungen und Eskalationsthemen •Fokussiertere Steuerung von Lieferanten und Nachunternehmern mit hoher Transparenz bei Terminierung und Liefererfüllung •Ermittlung der Gebäude mit den höchsten Energieverbräuchen pro Nettogrundfläche und Ableitung von standortübergreifenden Maßnahmen
Interim COO bei einem Start Up
im Bereich Chemical Innovations
Aufgaben und Herangehensweise: •Sparringspartner für die Ausarbeitung von Business Plan und Investor Pitches •Auswahl, Aufbau und Tailoring eines CRM-Systems und darauf basierend Implementierung des Auftragsmanagements •Kundenakquise, Angebots- und Auftragssteuerung •Auswahl und Implementierung von Lieferantenbeziehungen sowie Aufbau einer Lieferkette von Materialbezug bis Kundenversand •Herausarbeiten der Value Proposition •Koordination der Laborsuche •Recruiting und Onboarding von neuen Mitarbeitenden
Ergebnis:
•Abgeschlossene Partnerschaften mit zusätzlichen Investoren und Business Angels
•Überführung des Unternehmens von Pre-Seed in Early Stage
•Erste Kundenaufträge und deren Abwicklung auf Basis eines definierten Ablaufs
Interim Lead Service & Operations
Eneco E-Mobility
- At my start, the company was still struggling with cultural barriers between Dutch and German employees while a new customer target strategy and a new CRM were rolled out
- Acting as a bridge and mediator between both worlds while taking over responsibility for service operations and three teams
- Transformed organization and processes towards new strategy, assessed employee skills and brought internal people into new leadership roles
Results:
- Stabilized processes in a newly established organization based on clearly defined responsibilities and KPIs
- Significantly improved employee satisfaction (eNPS +30%) and customer satisfaction (NPS +25%)
- Identified a new bigger office site and coordinated the location transfer
Interim Lead Service & Operations
Envision Digital
- Took over the position during the start up / scale up phase with only rudimental service structures whereas leads and orders strongly increased in parallel
- Managed daily operations (accompanying customers from first request until service after installation)
- Optimizing processes at the same time with various internal and external stakeholders
- Established a seamless supply chain for chargers and other installation material
Result: Handed over the department from "Firefighting Modus" into a structure with well performing service partners and clear processes and responsibilities
Interim Director Operations & Customer Service Healthcare
GN Hearing A/S
- Filled the leadership gap in customer service during a transformation phase (outsourcing activities, loss of know how due to leaving employees)
- Quickly took over department responsibility and steered daily business with customers and service partners
- Defined roles and requirements, prioritized and shifted tasks during the outsourcing process between the internal service and order fulfilment team in Germany and the new shared service center (SSC) in Hungary
- Steered the onboarding, knowledge and process ramp up of the new SSC
- Controlled and optimized the performance of the SSC with customized KPIs, SLA and quality feedback circles
Result: Delivered the department to the successor with clear role profiles, significant reduction of throughput times in repair and transport (-30%) and an effective service KPI dashboard to steer the business
Interim Customer Service Director
InternetStores GmbH
- Managed 3 teams in 3 locations and steered operational customer service serving customers from 14 countries
- Realized a comprehensive organizational change of this department towards growth
- Introduced new service features like chatbot and integration of social media
Result: Handed over the newly organized Customer Service after 5 months to the successor with defined KPIs and clearly improved efficiency and customer satisfaction
Process and Stakeholder Manager
NCR
- Redesigned managed services for an automotive OEM with a new service partner
- Integrated new countries and requirements into the service contract as a project manager
Result: Established new services at new locations in 7 countries on time/in budget, partly with new personnel and newly identified locations
Interim Manager
Railpool
- Quickly took responsibility for the Service Management unit and managed the operational activities with customers, staff and service partners
- Developed a comprehensive organizational change of this department towards leaner structures and guided this change as Change Manager and manager with 22 employees
- Optimized processes across departments and with external partners
Result: Handed over the extended department after 8 months to the successor with clear structures, improved customer satisfaction and lowered fluctuation and sickness rate of the staff
Lead Project Manager
SMA
- Introduced a go-to-market strategy for new service offerings via new distribution channels together with required operational processes (Agile Project)
- Coordinated requirements for the development of an app where customers can select and purchase relevant components for their installation
Result: Successful launch of the new service offerings in pilot regions, meanwhile offerings are nationwide in place with a yearly six-digit revenue
- Consolidated and transformed the fragmented knowledge data for technicians and customers into a global knowledge database on one platform
Result: Global database and knowledge organization with defined roles established in the pilot region USA; thereafter the concept was implemented on a global basis
- Implemented a tool based consistent decision and approval process for claim and goodwill approvals across the company (alignment and adaptation with stakeholders from all global regions)
Result: Tool implemented and use established across all global regions; new transparent reporting implemented showing reduction of goodwill costs by 30%
Lead Consultant
Stadtwerke München
- Restructured the organization of a newly created unit (30 FTE) tailored to new requirements
- Identified and implemented process improvements
- Defined operational KPIs and implemented a performance management system based on a new ticketing tool to track operational activities
Result: new organizational structure with clearly defined roles implemented; enabled transparent control on operations with a new performance management dashboard
Consultant
UnityMedia
- Analyzed and optimized processes in the customer service center of a new business unit towards a leaner and faster order processing
- Developed a KPI framework in order processing to measure process stability and improvements; ensured with relevant stakeholders that relevant data will consistently be provided to generate reliable reports
- Defined, prioritized and implemented measures to improve relevant performance indicators (e.g. order processing time, cancellation rate)
Result: Reduced cancellations during the offering process by 14%; accelerated order processing time by 18%
Operations Manager Aftersales Services EMEA region
Robert Bosch GmbH Building Technologies
- Part of the management team that established the EMEA service organization at a new location, being responsible for three teams with 23 FTE and a budget of 15 mEUR
- Introduced CIP and KPI structures for all service employees as driver for sustainable optimization of customer satisfaction and service center costs
- Standardized and improved service processes based on lean principles together with related departments, transformed best practices into other global service regions
- Established and coordinated local service centers in the growth regions Russia, South Africa and Turkey with external local partners, thereby coordinated training and adaptation of the new partners with the given reporting and invoicing structure. Controlled service partners via defined KPI and reporting structure
- Transferred the First Level-Tech Support from the business units into a shared service center in Romania
- Steered the onboarding, knowledge and process transfer of this new outsourcing partner, controlled and optimized their performance with customized KPIs, SLA and quality feedback circles
- Identified and selected a software and service partner to launch an online shop for the sale of obsolete stock; implemented the shop and related reporting together with the partner
Results:
- Reduction of service throughput times by 40%
- Increase of service EBIT by 8% p.a.
- Sustainable reduction of errors and damages in areas under my responsibility
- Clearly enhanced customer satisfaction
- Increase of service revenue in regions with newly established service partners by 20% on average
- Yearly revenue of > 100.000 EUR with the established online shop
Inhouse Consultant Supply Chain Management
Robert Bosch GmbH Building Technologies
- Taskforce Lead for global optimization projects, including implementation of a reporting tool to track and compare transport costs; aligned and implemented requirements together with the software partner
- Held worldwide trainings on Bosch process standards
Senior Consultant at Service Management
Accenture Management Consulting
Project examples:
Energy corporation: Developed industry benchmarks and derived fields of action for business process optimization based on interviews and data analysis
Multinational mobile infrastructure enterprise: Country Project Manager in a post-merger environment of a telecom infrastructure corporation; piloted change management concepts and implemented business processes in the local regions (Portugal, Switzerland)
PC manufacturer: Optimized return processes, e.g. by introducing an incentive scheme for distributors to minimize the no fault found rate
SME chemical / metallurgy: Developed service level agreements for various departments to enhance transparency and competitiveness
Steel producer and automotive OEM supplier: Identified potentials for cost savings and leaner processes along the Cross-European Supply Chain including implementation of measures
Project Manager
Robert Bosch GmbH
- Implemented and controlled a KPI system on part availability together with Key Account Teams and OEM customers; derived measures in alignment with cross-departmental steering boards
- Responsible for planning and ordering the spare part demand from Japanese Bosch plants for the global Independent Aftermarket
Project Manager
Schenker AG
- Project Manager for plant logistics at a semiconductor customer in Portugal during a plant extension, being responsible for logistics inflow and coordination of the team that built up the cleanroom machinery.
- Project work at various customers (automotive, systems engineering) responsible for process analysis and improvement