Andreas L. - Lead Consultant

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Munich, Germany

Experience

Jan 2023 - Dec 2024

2 years

Germany

Lead Consultant

Marktführer im Bereich Facility Management

Duration: 12 months.
Situation: Performance issues with high complaint volumes and massive order backlogs for a key account at five facility management sites (trades including heating, HVAC, electrical, sanitation, air handling, construction projects).
Task and approach:
Advising site and cluster managers on team coordination, prioritization and customer communication.
Developing KPIs further and deriving measures.
Comparing sites and sharing best-practice processes.
Coordinating a cross-site energy performance management program to achieve sustainable savings in electricity, water and heating energy consumption.
Outcome:
Lastingly stabilized operational team performance and increased customer satisfaction measured by reduced fault reports and escalation issues.
More focused management of suppliers and subcontractors with high transparency on scheduling and delivery.
Identification of buildings with the highest energy consumption per net floor area and deriving cross-site measures.

Jan 2023 - Dec 2023

1 year

Munich, Germany

Interim COO

Start Up im Bereich Chemical Innovations

Duration: 8 months.
Tasks and approach:
Sparring partner for developing the business plan and investor pitches.
Selecting, building and tailoring a CRM system, and based on it implementing order management.
Customer acquisition, quote and order management.
Selecting and implementing supplier relationships and building a supply chain from material sourcing to customer shipping.
Defining the value proposition.
Coordinating lab search.
Recruiting and onboarding new employees.
Outcome:
Closed partnerships with additional investors and business angels.
Moved the company from pre-seed to early stage.
Secured first customer orders and processed them based on a defined workflow.

Jan 2022 - Dec 2022

1 year

Rotterdam, Netherlands

Interim-Leiter Operations

LichtBlick / Eneco E-Mobility

Duration: 11 months.
Staff responsibility: 25.
Situation: Transformation from a start-up pioneer to part of an international energy group; cultural barriers between Dutch and Franconian staff and many resignations on the German side; introduction of new customer segments and a new CRM system.
Task and approach:
Directly took over division responsibility as successor to one of the managing directors and managed day-to-day operations.
Adjusted the organizational structure for new market requirements including assessing employee potential and filling new leadership roles internally.
Cross-departmental process transformation for new customer segments (from utilities to B2B/B2C) and the new CRM.
Outcome:
Stabilized and optimized processes in a newly established organization based on clear responsibilities and KPIs.
Integrated the Hamburg team (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 - Dec 2021

1 year

Munich, Germany

Interim-Leiter Service & Operations

Envision Digital

Duration: 7 months.
Staff responsibility: 7.
Situation: Took over during start-up/scale-up phase with only partial service structures and rapidly increasing leads and orders in B2C and B2B.
Task and approach:
Mapped existing processes and interfaces with customers and service providers.
Gradually built the team.
Managed daily operations (customer process from inquiry to quote, e-charging infrastructure installation to aftersales service).
Simultaneously optimized processes internally and with customers, electricians, call center, grid and metering operators, including evaluating and partially replacing partners.
Ensured a smooth procurement and supply chain for all installation materials.
Outcome: Handover of the area to the successor from “firefighting mode” into a structure with capable service partners and clear processes and responsibilities.

Jan 2021 - Dec 2021

1 year

Münster, Germany

Interim Director Operations & Customer Service Medizintechnik

GN Hearing A/S

Duration: 5 months.
Staff responsibility: 30.
Situation: Leadership gap in customer service during a transformation (outsourcing, knowledge loss due to departing employees), additional complication from the central service center in the UK (Brexit start) and new logistics challenges.
Task and approach:
Quickly took over department responsibility and managed day-to-day operations with customers and service providers.
Solved current operational issues (customs, Brexit), prioritized and redistributed daily tasks (shifting old tasks and adding new ones).
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.
Improved alignment between sales and service.
Outcome: Handover to successor with clearly defined role profiles; significant reduction in repair and transport lead times (-30%); established a service KPI dashboard as a control tool.

Jan 2020 - Dec 2021

2 years

Stuttgart, Germany

Remote

Interim Director Customer Service Europe

InternetStores GmbH

Duration: 6 months.
Staff responsibility: 90 (project managed 95% remotely).
Situation: Vacancy in customer service leadership at three locations (Stuttgart, Berlin, Stockholm); the group with several European online shops (e.g. fahrrad.de, addnature.com) had grown rapidly causing organizational inconsistencies, suboptimal processes and massive customer complaints and backlogs during the Corona summer.
Task and approach:
Directly took over all three teams and managed daily operations with service providers and customers from 14 countries.
Developed a new organizational structure (consistent role profiles, added development opportunities in the team, adjusted management levels to the larger department size).
Customer journey mapping, efficiency and data transparency optimization.
Introduced new service features (e.g. expert consultations, chatbot, social media integration).
Outcome: Handover of the transformed department to the successor after 5 months; significant improvements in NPS (+20%), backlog handling (-55%) and response time (-45%); established a service KPI dashboard.

Jan 2019 - Dec 2020

2 years

Munich, Germany

Transformation Manager und Prozessoptimierer

SWM Stadtwerke München

Duration: 8 months.
Situation: Newly created internal service department (30 employees) from two culturally different areas; inherited tasks; redundant parallel work without clear responsibilities; no transparency on project statuses.
Task and approach: Analyzed workflows; jointly mapped responsibilities in change workshops I led; identified synergy potential through team restructuring.
Outcome: Implemented a new organizational structure with clear functions; relieved the department with digital self-service solutions for internal customers; enabled focused daily management through KPIs; created transparency in project work with new roles and structures.

Jan 2018 - Dec 2019

2 years

Augsburg, Germany

Projektmanager Managed Services im Automotive-Umfeld

NCR

Duration: 8 months.
Situation: BMW awarded all global IT services to a new partner who largely contracted my client; complication: partially unclear contract terms and BMW’s requirement that providers leave plant premises.
Task and approach: As project manager for the client I clarified local requirements and ensured implementation with local providers and teams.
Outcome: Services at new sites in 7 countries delivered on time and budget, partly with new staff in newly identified near-plant spaces; local responsibilities clearly defined by SLAs.

Jan 2018 - Dec 2018

1 year

Munich, Germany

Interim Manager

Railpool GmbH

Duration: 9 months.
Staff responsibility: 22.
Situation: Company grew fast without adapting processes; central service management department left leaderless after new head left during probation.
Task and approach:
Quickly took over department responsibility and managed daily operations with customers and workshop partners.
Resolved ambiguities and friction within the team and with workshops, customers and other departments.
Developed a new organizational structure (double the department size and an extra hierarchy level) and drove implementation as leader and change manager (evaluating scenarios, selecting team leads, defining roles, change communication).
Outcome: Handover of the expanded department to the successor after 8 months with clear structures; improved customer satisfaction; reduced sick leave and turnover in the department.

Jan 2017 - Dec 2017

1 year

Kassel, Germany

Multi-Projektmanager

SMA AG

Duration: 7 months.
Situation: Backlog of key projects in service operations development; took over as project manager for these projects, including:
Go-to-market strategy for new service offerings: in after-warranty customers had contacted local installers who sourced products from wholesalers and sold without SMA influence; existing customer data on warranty status and system age was not used; result: almost no service revenue in after-warranty.
Task and approach:
Formed an Agile project team “Go-to-Market New Service Offerings”:
Identified customer needs (value proposition) in the after-warranty market.
Analyzed the installed base for additional service revenue potential based on system warranty status.
Developed new service offerings (e.g. component replacement, warranty extension, system check).
Adapted sales & operations processes for the new offerings with involved departments and partners.
Prepared go-to-market and launched in pilot regions.
Outcome: Launched the new sales models in pilot regions; introduced an app for customers to order services digitally; now a successful Germany-wide offering with six-figure revenues.

Jan 2016 - Dec 2017

2 years

Cologne, Germany

Prozessoptimierer Auftragsabwicklung

UnityMedia

Duration: 7 months.
Situation: High growth targets for orders in a new business field and results below plan; low transparency from headquarters (Cologne) on order processing operations (Heidelberg).
Task and approach:
Detailed process analysis in the customer center (order processing) via interviews, process walk-throughs and multimoment studies, identifying non-value steps, system breaks and deriving action areas.
Introduced continuous improvement (CIP) to involve employees in ongoing operational improvements.
Developed KPIs to steer the entire process chain.
Implemented measures step by step with all stakeholders.
Outcome: Reduced cancellation rate in the quote process by 14%; sped up order processing time by 18%; increased new connection orders by 12%.

Jan 2010 - Dec 2016

7 years

Munich, Germany

Service Operations Manager Region EMEA, ab 2012 mit zusätzlicher globaler Verantwortung

Robert Bosch GmbH Building Technologies

Situation: No dedicated service unit in this Bosch division until 2010; as part of the newly established management team I helped build this service organization at the new site.
Tasks and approach:
Quickly took on daily operations as head of three service departments.
Created transparency in key areas and implemented measures step by step.
Focused on boosting customer satisfaction (faster repair lead times, higher repair quality, better customer support) and service EBIT; achieved progress with parallel initiatives, including:
Optimized interfaces between RMA desk, repair technicians, service operations, providers and customers.
Introduced CIP and KPI structures for all service staff to drive sustainable improvements.
Established local service centers with external partners in growth markets (Russia, Turkey, South Africa): partner selection, contracting, KPI and process setup, training coordination.
In- and outsourcing repair services with service partners.
Introduced new packaging concept for spare parts and exchange units.
Transferred quality analysis for customer returns from QA to the service center.
Lean-based layout of the return center warehouse area (5S, Kanban).
Launched an online shop to sell obsolete stock including pricing and operational management with the provider.
Implemented a claims process with suppliers for defective components under warranty.
Transferred first-level tech support from business units to a provider in Romania.
Launched a new service offering “warranty period extension.”
Rolled out best practices from EMEA to other global service regions (Americas, APAC).
Outcome:
Reduced service lead times (from order receipt to repair to return) by 40%.
Increased service EBIT by an average of 8% annually.
Sustained reduction of errors and damages.
Lowered freight costs by 15% (volume bundling, contract optimization).
Grew service revenue in regions with new local service centers by an average of 20%.
Generated €100,000 annual revenue via the new online shop.

Jan 2008 - Dec 2010

3 years

Munich, Germany

Bosch Inhouse Consultant Supply Chain Management

Robert Bosch GmbH Building Technologies

Led taskforces in global optimization projects (e.g. bundling sea freight volume with Chinese suppliers via a hub; optimizing the supply chain from the distribution center to Russia; implementing software for transport cost tracking and automated invoice verification).
Conducted worldwide trainings on Bosch process standards.

Jan 2006 - Dec 2008

3 years

Switzerland

Senior Consultant bei Service- und Logistik-Projekten

Accenture Management Consulting

Process optimizations, change management, implementation as project and subproject leader in various industries, including:
Telecom infrastructure: country project manager in post-merger environment; implemented a new business model in Portugal and Switzerland through self-led change workshops.
Mid-sized specialty chemicals/metallurgy: rolled out service level agreements as part of a change program for better performance transparency and competitiveness.
High-tech manufacturer (PCs): optimized repair/return processes, e.g. introduced an incentive system for distributors to reduce no-fault-found rates.
Energy company: developed industry benchmarks and recommendations for business process optimization based on interviews and data analysis.
Automotive OEM: analyzed warehouse processes, identified and implemented relevant optimization measures.
Steel producer/automotive supplier: identified savings potentials in the cross-European supply chain and implemented measures.
Activities were Europe-wide.

Jan 2002 - Dec 2004

3 years

Karlsruhe, Germany

Project Manager

Robert Bosch GmbH, Automotive Aftermarket

Cross-departmental project management for spare parts supply from Bosch plants to global independent aftermarket workshops and parts dealers.

Jan 1996 - Dec 2002

7 years

Stuttgart, Germany

Projektleitung und Projektmanagement

Schenker AG

Led plant logistics project at a semiconductor customer in Portugal as part of a factory expansion.
Managed projects for various clients in automotive, high-tech, semiconductors and mechanical engineering.

Summary

Since 2016 I have supported companies as a self-employed interim manager and consultant across industries in organizational transformations and operational challenges. My approach: “listen well – observe closely – act boldly” – this way I take hands-on responsibility and focus on results.

Building up organizations or transforming them in fast-growing structures or new market demands
Process optimization focusing on performance improvement, cost reduction and maximizing value-adding, sustainable processes as well as adapting best practices
Leading teams and service providers – designing and operationalizing strategic goals

Industries:

Technical consumer goods
E-mobility
Energy (municipal/public sector)
Solar technology
Facility management
Mechanical engineering
Telecom
Medical technology
E-commerce/FMCG
Automotive
Transport/logistics
Electrical engineering

I lead, develop and motivate teams of up to 100 people, acting as a change enabler and empathetic leader. My strength is making teams perform better through a trust-based dialogue and creating a win-win for staff and management.

Skills: