When I came on board in September last year, the initial as-is analyses showed that Leasing Customer Service (CS) worked in slightly different ways in the individual markets – depending on what was relevant for the local market,” recalls Colin. The current aim is therefore to define a common organizational structure, optimized and common processes and systems as well as commercial standards. In the next step, the more forward-looking topics, such as new products and ways of working, are on the agenda.

Colin and his small but highly effective central team have used the last few months to analyze the requirements in detail and develop an overall concept. The aim of the realignment: to improve wagon availability for our customers.

Organization

The CS team’s task is to focus on the customer experience, which essentially takes place in the front office (interface with the customer) and the back office (interface with the workshops). “For the customer, it is crucial that we proactively communicate the respective status of the wagon and meet agreed deadlines when a wagon goes on lease or needs to be overhauled or repaired,” says Colin, explaining the interface function of Customer Service (CS).

All activities that are not part of these core disciplines (such as invoicing, sales contracts or technical support) are to be assigned to the respective functional teams. This new structure was already implemented for Market Germany at the end of 2024 – it will serve as the basis for the other markets. Colin and his team are currently in close contact with all markets in order to take their specific characteristics into account.

Systems

The current focus here is on TRACY – a spreadsheet developed by our Austrian colleagues that can be used to track and manage wagon status. “We want to roll out this approach to all CS teams,” says Colin. Support is being provided by the digital team, which is overseeing the transition to a stable platform.

It is also about the joint connection of Sales and CS to CRM (Customer Relationship Management). “The visibility of the contracts helps us with the preparation and punctual delivery of the wagons, the current status and complaint management,” explains Colin.

Process optimization

This pillar focuses on increasing transparency with regard to workshop capacities and services in order to achieve a more even flow of wagons. “We also want to optimize and standardize work processes,” says Colin. The idea: wagons arrive at the workshop more punctually and are then prioritized. Mobile maintenance is also to be used even more in future so that a wagon can be returned to service more quickly.

Commercial standards

“We want to work very closely with the internal sales team,” emphasizes Colin. To this end, processes and roles need to be clearly defined, for example to take into account the necessary lead times for new leases or workshop capacities during workshop stays. This ensures that the wagons reliably arrive at the customer’s premises at the agreed time.

“Our common goal is to set up Customer Service efficiently and effectively and equip it with the necessary tools. In this way, we can make the best possible contribution to improving the customer experience,” Colin sums up.