I love to improve things. Performance, process, and service management consulting

• Service Management
• Quality Management
• KPI Management

Latest Project (04/2022 – 07/2022):

Overall goal:

• Implementing of a KPI framework for HR
• Identification and implementation of KPI measurement system

Tasks:

• Completion of the elaborated KPI-Model by finalization of KPI (key performance indicator) definition and potentially accompanying metrics for pillars "People Capabilities"; "Diversity & Inclusion"; "Health & Safety" based on client's proposal
• Review & Gap Analysis of Value Driver, CTQs & underlying processes (Critical to quality). The aim is to establish what is already in place and what needs to be developed/ elaborated
• Professionally consult HR-Business Partners on content level and steer them to rollout the KPI-Model across Level one Leadership at client and provide consultancy and professional input to HR and Operational Excellence Sponsor on the way forward
• Consistently cascade people targets (means: Targets related to people (value) drivers) across L1-areas
• Development and implementation of a useful & sensible set of people targets for client incl. company relevant targets and functional ones, based on dedicated HR requirements
• Implementation of a robust framework including strategic people KPI's and accompanying processes for steering & reporting, based on HR requirement(s)

Prolonged Project (11/2021 – 05/2022 and 06/2022 – 12/2022):

Overall goal:

• The project aims to design a new operating model for internal services to make them more transparent, simpler, faster, more available, more consistent and more reliable. Overall, the user experience is to be significantly improved.
• Introduction of ServiceNow

Tasks:

• Creation of service profiles (process description, scope (in/out), key inputs, key deliverables, pricing, SLAs) for FI, HR and HS&E.
• Set up GBS performance steering: product KPIs, process KPIs and metrics & volumes, SLAs.
• Design of governance structure and stakeholder management.
• Transfer of the KPMG process model into the RRPS process model
• Further development of the results and definition of development priorities for the service areas based on the maturity assessment of the GBS key value criteria
• Definition of the interaction model between (internal) service users and the (internal) service agents / systems (self-services), considering operational needs and a positive user experience
• Evaluation of solutions and creation of a decision template for the introduction of a user interaction system for enquiry and order processing including a telephone consultation solution, registration and appointment scheduling tools, and a knowledge database (enterprise service management solution).
• Evaluation and creation of a decision template of a customer/user feedback / survey tool; design of customer and user feedback processes
• Setting up a performance management (quality), by determining the service SLAs and KPIs.
• Definition of data sources and selection mechanisms for a KPI dashboard
• Design and build a reporting system (dashboard)
• Preparation of a baseline and benchmarking with Rolls-Royce plc
• Setting up GBS Learning modules
• Preparation of role profiles for the new GBS business functions (role description and qualification requirements)
• Preparation of a GBS roadshow with roll-out plan in the affected departments
• Creation of the GBS governance structure

Overall goal:

• Ensure perfect customer experience with front and back office
• Quality and service management
• Ensure profitability

Tasks:

• Managing the operations of a big eCommerce client in a financial service company, with P&L responsibility
• Main topics: invoice purchase, direct debit, other payment options
• Functions: debtor management, call center, support center, outbound sales
• Managing of vendors
• Using COPC standards to organize capacity and workforce
• Captured the Voice of Customer with the Net Promoter Score and defined product adjustments
• Introduced OKR to focus on shared goals
• Analyzed processes, performed GAP analysis and prioritization of findings and next steps (managed in JIRA and Confluence) – the outcome was a combination of redesign processes (BPR) and to maintain processes (six sigma)
• Improved process and time measurement in combination with quality management (inhouse system + PowerBI)
• Coaching leadership team to use new tools and to think in different ways
• Workshops with other business units to share operational excellence knowledge and to identify synergies

• Debtor management, dunning, debt collection management for an energy supplier
• Lead a team of six direct reports and in total ca. 60 employees
• Project management and coaching, e.g. introducing of a scorecard, knowledge transfer operational excellence within business unit
• Continuous improvement of processes, e.g. introduction of RPA
• ensure process documentation and quality checks
• KPI and SLA management

• Company valuation with the help of financial KPIs, comparative analysis in peer-to-peer groups and multiples
• Preparation and review of financial models
• Plausibility checks of business plans