Andreas Lober

Sparring for site and cluster managers on team coordination, prioritization, and customer communication

Developing performance metrics and deriving actions

Comparing locations 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 escalation issues

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

Took over area responsibility directly as the successor to one of the managing directors and managed day-to-day operations

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

Cross-departmental process transformation for 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

Integrated the team from Hamburg (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 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 acted as a link between global requirements and local teams

Ensured high quality during the transfer of call center activities to the shared service center

Achieved improved 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

Analyzed workflows; mapped process responsibilities together in change workshops

Identified synergy potentials through team restructuring

Implemented a new organizational structure with clear roles

Reduced department load by creating digital self-service solutions for internal customers

Enabled targeted daily operations management using key metrics

Created transparency in project work with new project roles and structures

Quickly took over department responsibility and managed daily 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 (doubled department size and added an extra hierarchical level)

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

Improved customer satisfaction

Reduced sick leave and turnover in the department

Set up and led three operational service departments

Implemented CIP and KPI structures

Established local service centers in growth markets

Managed insourcing and outsourcing of repair services

Launched an online shop for selling old stock

Reduced service cycle 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%

Achieved annual revenue of EUR 100,000 through the new online shop