Interview
„Achievement comes through change“
Alessandro Mattiroli on the transformation of Customer Service
Putting customers back at the center, strengthening international teams and creating clarity in times of change – Alessandro Mattiroli, Head of Customer Service Regions, is driving the transformation of Customer Service across Europe. In this interview, he shares what has changed, what matters most, and why people make the difference.
Alessandro, can you briefly introduce yourself and your journey at VTG?
Alessandro: I’m Alessandro Mattiroli, 34 years old, with a background in civil engineering. I joined VTG in 2017 in Saronno as a Customer Service Fleet Manager. In 2020, I moved to Vienna, supporting the technical team and working closely with Sales. With the introduction of our FOCUS Strategy, I became actively involved in the Customer Service transformation—always with the goal of putting the customer at the center of everything we do.
“As a manager, it is crucial to understand where each individual stands and to communicate clearly and transparently.”
– Alessandro Mattiroli, Head of Customer Service Regions
What has changed in Customer Service over the past months?
The transformation has been fast and intense. We have built bigger, more structured and more powerful Customer Service teams, aligned with the FOCUS Strategy. Today, we manage around 26,000 wagons for more than 200 customers across multiple European markets. But beyond structures, the biggest change is in how we work together.
Around
26.000
wagons are currently managed by us in Saronno and Vienna for more than 200 customers in various European markets.
Bei VTG seit 1991
Verantwortlich für Payroll
Transformation meant a new beginning for everyone – new teams, new interfaces, and also uncertainty. What makes me proud is how our people embraced this change: taking ownership, collaborating across departments and truly living Customer Centricity.
>>Achievement comes through change.
What gave you strength during this phase?
The strength came from the people around me: people who show up every day and give their best. Many colleagues took responsibility under challenging conditions, supported each other and kept the transformation moving forward. Their dedication, patience and trust made the difference.
This transformation is not about one person, it’s a team effort.
What were your biggest learnings as a leader?
One key learning is to lead by example and stay positive, even when things feel uncertain.
But most importantly:
>>Clarity and structure are the best gift you can give your team.
In times of constant change, people need orientation. Providing that—while staying respectful and persistent—is essential.
What was your biggest “aha” moment during the transformation?
I realized that change is perceived differently by each individual.
People may move in the same direction, but at very different speeds. As a leader, it’s crucial to understand where each person stands and communicate clearly and transparently. Only then do people build trust, take ownership and actively contribute to the change.
What are you particularly proud of today?
The team spirit and the mindset we’ve built. You can feel the positive energy: colleagues taking ownership, customers giving positive feedback, and teams actively looking for solutions.
We’ve developed a strong service mindset, people want to contribute, take initiative and put the customer at the center of their actions. And sometimes you see it in small things: people connecting, exchanging ideas and even sharing cookies in the office.
What makes your team stand out?
We achieved a lot in a short time, especially considering that many new colleagues joined during the transformation and are now fully integrated.
Our teams are highly international, bringing together different perspectives, experiences and ways of thinking. This diversity is a real strength—it drives innovation and helps us better understand our customers.
What shows that the transformation is working?
We see it in both performance and feedback. Our availability is improving, we have very low numbers of long-standing wagons, and customer satisfaction is high, with an NPS above 60. But just as important is the mindset: people are engaged, proactive and working closely together.
What’s next for you and your team?
We’re continuing the journey. The focus now is on strengthening connections across teams and further improving performance.
>>2026 is the year of connection and performance.
Do you like the story?
Dora-Lucia Lazar
Great interview, Alessandro! What stands out is the strong focus on people throughout the transformation journey and on giving everyone the motivation and opportunity to actively contribute to the change. It's inspiring to see how much you have achieved through your dedication to numerous projects and by providing the necessary support to your teams across different locations. Teamwork, respect, and an international mindset have become key drivers of customer centricity. Congratulations to you and the entire Customer Service team on the progress and achievements so far. I am looking forward to being a part of the journey and to seeing the next steps ahead!