Expertise and case studies
Three compelling case studies
International management experience in service and aftersales. The expertise lies in translating complex challenges into workable improvements and connecting teams, customers and stakeholders.
The cases below are anonymised. The results stem from management responsibilities actually held; company names and commercially sensitive details are withheld for reasons of confidentiality.
International service growth and professionalisation
At an international machine builder, opportunities within the existing installed base went unused. The service organisation had a limited commercial reach and processes were insufficiently scalable.
Ultimately responsible for the strategy, organisation, services, processes and performance of service and aftersales. Expanded the service team and strengthened collaboration between departments.
Analysed the installed base and customer potential. Developed new services and improved price and margin management. Clear responsibilities and measurable goals supported execution.
The service organisation developed into a profitable business unit, with substantial revenue growth, improved margins and significant team expansion.
Processes, responsibilities and commercial working methods recorded and handed over to the team.
More recurring revenue, higher profitability and stronger customer relationships throughout the machine lifecycle.
Profitable retrofit and modernisation projects
At international machine builders, opportunities for retrofit and modernisation of the existing installed base went unused. As a result, revenue and margin potential were lost.
Responsible for complex retrofit projects, from customer request and technical solution to calculation, contract negotiations, planning, execution and invoicing.
Analysing the installed base and customer potential, assessing projects holistically and closely monitoring execution, risks and margin. Connecting all disciplines early on.
Delivered large-scale retrofit projects with a significant improvement in profitability.
Recorded selection criteria, calculation models, project assessments and agreements on changes and handover.
New revenue from the existing installed base, longer machine lifespan, lower technical risks and improved profitability.
International collaboration and stakeholder management
Within an international technical organisation, teams, suppliers, customers and internal stakeholders collaborated across multiple countries and business units. Differences in priorities, cultures, working methods and responsibilities complicated a consistent and effective execution.
Connecting commercial, technical and operational interests. Aligning with customers, regional offices, suppliers and internal teams.
Translating organisational goals into concrete action plans. Defining priorities and responsibilities. Monitoring progress through regular alignment and clear communication.
Better collaboration, faster decision-making and more reliable follow-up of agreements.
Recording agreements and responsibilities in transferable plans and fixed consultation structures.
Consistent communication and reliable execution of customer agreements.
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