VP Operations & Customer Success (m/f/d)

What happens after the conclusion of the contract is therefore not a cost center, but the frontline of our product. Today, this experience is distributed among several functions – service, change and market processes, receivable management, retention. Kund: Inside, however, experience a single chain and notice every place where it tears. That's why we bundle the entire post-sales journey in one role. You are responsible for the customer experience from the conclusion of the contract – as a chain, not as six departments: onboarding and change processes, activation, ongoing support through all channels, billing and payment including receivable management, retention and winback. You lead over 50 people in several teams and at several locations, mainly through executives, and report directly to the C level. The central question of this role is open: What is a customer operation that grows with the customer base without building heads to the same degree? We don't expect you to bring the answer. We expect you to find them – and that you can enforce them against an ongoing operation that does not stand still while you rebuild.

We think in results, not in task lists. We look at the following points in your check-ins after 3, 6 and 12 months – as a common plan, not as an exam.

Month 3 (Ramp-up) • The entire post-sales chain lies with you: you know every process step, its costs, its sources of error and the service providers behind it. • A loadable baseline is available for the journey's control characteristics – measured, not estimated. • You have made a picture of team and executives and you know where reinforcement is needed.

Month 6 (Performance) • A prioritized roadmap for the next twelve months is based on impact, effort and risk. • The first automations run in productive operation – not in pilot status – and their effect is proven. • Service level and initial solution rate remain stable while the volume is growing. • Your service providers work against clear SLAs, which you can prove.

Month 12 (Scale) • Customer growth no longer suggests one at the cost: The cost-to-serve per customer is below the baseline. • The journey is controlled as a chain. Transfers between the domains are no longer breaking points. • The organization is geared towards the new operating model, including the roles that have changed. • Your executives carry their areas independently – you tax instead of jumping in. Who we are looking • Leadership in the width: 4+ years of leadership of operations or customer service organisations from about 50 people, including management of executives and own budget responsibility. • Newly built, not optimized: You can name at least one process conversion that you have replied – with the effect in numbers: contact rate, cost-to-serve, transit time, quality. • Automation in productive operation: You brought AI-assisted automation live in an operation of this magnitude and then hardened. • First-hand figures: SQL and BI tools you master. You draw your evaluations yourself instead of ordering them. • Control from practice: capacity and shift planning, tooling, service-level control – from own responsibility, not from reporting. • Service provider control: selection, construction and control of external partners, including SLAs, quality control and cost negotiations. • Organisational reconstruction in operation: You have led an organization through growth and change and built structures that have grown. • Standing and Language: You move from C-Level to the layer on the phone. English fluent. • Nice to have: energy management (GPKE/WiM, market communication, MsbG/iMSys, § 14a EnWG) or a comparable regulated B2C environment such as utilities, telko or finance · billing, payment and receivable processes · building or controlling BPO and Nearshore setups · Contact Center and Automation Technology.

You lack the energy industry? No problem – if you have rebuilt and automated an operation of this magnitude, the energy part is the smallest topic.

• Mandate: One of the central roles in the company, with direct wire to the C level and decision-making space instead of body loops. • Design room: What an AI-driven customer operation looks like in the German energy market is not presented. There's hardly any blueprint for it. • participation: Through our employee participation program, you participate in the company you are building. • Impact: You shape how our customers experience us – and grow with the role while the customer base grows. • Culture: We celebrate new ideas and approaches, take learning seriously and know that life sometimes comes in when you want to do your best work. Your extras Member:internal discount for the RABOT Energy Electricity Tariff Urban Sports Club Partnership + Deutschlandticket