When operations can no longer keep up with growth, growth becomes a risk.

Starting point: An energy group separated its B2B mobility business into an independent company. The group’s central functions – IT, contract management and accounting – were too slow for the transaction-based business, while internal charges had become too high.

Task: As interim Managing Director, I was responsible for setting up the business to operate independently. This included creating its own organisation, moving the billing processes out of the group IT environment and building a dedicated team.

Result: The business was separated from the group without interrupting ongoing customer transactions. It then operated with its own systems and responsibilities and at significantly lower operating cost.

Starting point: After two service businesses merged, the expected synergies did not materialise at first. Each company continued with its own teams, partly overlapping partner networks and different billing processes. The duplicate structures increased costs and made the combined business harder to run.

Task: I took responsibility for bringing the operations together. Supplier contracts were standardised, back-office and customer-service teams were combined, and billing processes were aligned. The day-to-day business had to continue without interruption throughout.

Result: The parallel structures became one operation. Contracts and teams were consolidated, internal costs fell, and customers moved to the shared system environment without service interruptions.

Starting point: An operator of parking sites without barriers was expanding quickly. Licence plates that could not be processed automatically had to be checked manually. As transaction volumes increased, so did the staffing requirement in the back office, putting increasing pressure on profitability.

Task: I led the move towards more automated data processing. An external service operation was set up for the manual checks that remained.

Result: The internal back office no longer had to grow in line with transaction volumes. The cost per manually processed case fell and the operating margin stabilised.

Starting point: A platform operator won a European vehicle manufacturer as a white-label customer for charging services. The contract was signed, but customer service, billing and issue resolution were not yet ready for the expected transaction volumes and agreed service requirements.

Task: I was responsible for preparing the operation for launch. Support responsibilities were clarified, collaboration between the teams of both companies was organised, and operating processes were prepared for the expected volume.

Result: Operations for the new major customer started on schedule. The additional transaction volume was handled without overloading the internal teams, and the agreed services were delivered reliably.