Service Account & Partner Management

Work experience

Work experience
Jun 2012 - Present

ServiceAdvantage Partner Manager for Central Europe

Parametric Technology GmbH
  • Recruiting and Onboarding of System Integrators Partner
  • Negotiating and Maintaining Partner Service Agreements
  • Supporting Partner in Developing Business plan (Pipeline)
  • Monitoring and supporting Partners in enhancing their Skills  (Training plan)
  • Monitoring the usage of all Process related to Servicedvantage Program
  • Influencing the correct Business distribution to Servicedvantage Partners
  • Crafting Statement Of Works (SOW)
  • Monitoring the delivery of Key Projects 
  • Driving Quality Assessments 
  • Driving Governance (Partner + GSO Stakeholders)
  • Positioning, "Selling" Partner within PTC (Sales, Pre-Sales, Client Management ..)
  • Advocating Partner (internally and externally)
Jun 2011 - Jun 2012

Global Service Portfolio Management & Service Business Development for Central Europe & Italy

Parametric Technology
  • Drove governance process and portfolio activities for identification and evaluation of investment mix decisions and associated policy
  • Identified Tactical & Strategic Service Opportunities
  • Analyzed Opportunity by using Portfolio Management Framework
  • Evaluated identified opportunities with Financial & Service Management
  • Interacted with PTC’s Key Account (Siemens & SKF) regularly and get feedback on new Services in the pipeline
  • Maintained the Service Catalogue and monitor Service utilization with the collaboration of Service Level Management
  • Supported Sales in creating and selling Platinum Value propositions for Gold Customer
Apr 2009 - May 2011

Head of Technical Support Account Management

Parametric Technology

Selected to join the newly formed Premium Service organization within the Technical Support team to build, recruit, train and supervise the Technical Support Account Management (TSAM) Team in Europe.

Success Record:

  • Worked with a global team to transform the TSAM service from a transaction service into a relationship/value based service.
  • Personally lead 20+ transformational projects over the course of 24 months.
  • Grew the team from 4 TSAM to 9 TSAMs in two years while maintaining 100% retention rate within the team.
  • Grew the European TSAM business 50% from FY08 to FY11 for a total of $1 million in incremental software maintenance revenue. 
  • Contributed in building new job models, roles and coaching/development plans for TSAMs.
  • Built a strategy to help promote the TSAM service through the PTC Maintenance and Sales Teams by developing strategic relationships. 
  • Preformed over 30+ customer visits throughout Europe over a two year period, visiting PTC’s most strategic customers. 
  • Worked with customers to understand their challenges and helped them understand how to make the best use of their Premium Services investment.
Sep 2003 - Mar 2009

Country Account Manager


  • Ensured service delivery quality requirements are met in Germany
  • Presented Partner's performance record to Service Country Directors
  • Liaised between Germany and EMEA Partner Director Manager
  • Worked with partners, customers and Sun stakeholders when deviations from Service Level Agreement (SLA) occur, in discovering causes for negative quality issues, agreeing upon plans and ensuring they are delivered.
  • Led the Partners CAPGEMINI (Madrid) and DIGNUM (Munich)
  • German Partner Escalation Management

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Success Record:

Improvement of the Sun Sun Servicedesk Avarage Handling Time (AHT)By Analysing our Agent's value and times (Chart Analysis) I regognized a large procedural gap in their scripts. By adapting the script and implementing a new monitoring process the team reduced their AHT considerably (3% instead of 7%).

Increased the soft skills of Partner engineersFor the past year, I have been the owner of a program called: GCIM (Global Customer Interaction Management) which has the aim to improve our engineers' communication and procedural skills  within the Sun EMEA Partner Organization.

By Simplifying the GCIM program I was better able to motivate Engineers to use the GCIM Methodology, which led to a rise in the company Quality Index confirming the success of this Program.

Sep 2003 - Mar 2009

Global Service Delivery Partner Manager

  • EMEA Service Delivery Partner Management (CAP GEMINI in Madrid, DIGNUM in Germany and PERCALL in Morocco)
  • Team Performance and Development Mapping
  • Customer Relationship Management
  • Java Enterprise Services (2nd Level Support)
  • StarOffice Enterprise Services (2nd Level Support)
  • Head of StarOffice Customer Care
  • Deployment and Supervision of Customer Service Level Agreements
  • Analysis of Key Performance Indicators
  • Incident and Problem Management
  • Escalation Management
  • Sales Support
  • Lead Projects (as required)

Success Record:

Globalised Java Enterprise Services SupportDue to a decrease in the Global JES Incident Volume, (JES = Portal, Messaging, Identity, Application and Directory Server), engineers were struggling to maintain their technical knowledge. By changing the Worldwide Partner Strategy, (to 2 partners instead of 3), I was not only able to save the company approx. US $ 500.000 p.a., but also to increase the satisfaction of customers and engineers. We really had a fantastic win-win situation.

StarOffice related projects

  • By analyzing StarOffice Language Support, I realized that many countries were not generating any volume. Switching on 4 languages, (instead of 11), I saved the company approx. US $ 300.000 p.a.
  • I successfully led and off-shored the StarOffice Support from France to Morocco.
  • I successfully designed and implemented new StarOffice Support for the company Bosch located in Stuttgart.

New Partner Strategy in Latino America (Bogota)

Introduced a new Service Partner Model (ONE Partner).Unified a complex Onsite Partner structure in LAM.

Using a new Partner Web Skill Matrix, Sun is today able to better coordinate the Onsite visit.

Moved French Solaris (SunOS) support to Morocco

I successfully led an off-shored the Solaris French Support to Morocco. Throughout the transfer process, neither Sun's customers, nor any of Sun's Service Directors noticed that a change was taking place. 

Sep 2003 - Mar 2009

EMEA Customer Advocacy

  • Monitor EMEA Partner Performance
    • Conducting "Root Cause Investigations" (by country, business unit and product) and provide trend analysis and recommendations to EMEA Service Directors.
    • Developing and implementing corrective action plans
    • Recognition of potential business opportunity to the Sales Force
  • Presenting Sun Service Performance to Bosch
    • Response Time
    • Resolution Time
    • Providing analysis of negative customer feedback
    • Developing and implementing corrective action plans
    • Recognition of potential business opportunity to the Sales Force

Success Record:

By introducing a new model for customer feedback analysis within all EMEA Countries I improved all of our Country Service Manager' understanding of the use of the Customer Feedback Index (CFI) and thereby increased the spirit of collaboration throughout EMEA Services as principal key to customer satisfaction.

Jul 2002 - Aug 2003

EMEA Product Life Cycle Manager

  • Built a new PLC Organisation in Spain
  • Introduced new Product strategies within the new EMEA Partner Organisation
  • Development and maintenance all PLC processes (ISO 9001)
  • Interface between Europe and PLC Corp
  • Integrated Business units like EMEA Solution Centres, Marketing, Logistic, Dispatch, Training Delivery Organisation and Sales

Success Record:

Seeing some development opportunities I simplified the PLC Process cutting my position. I realized that Sun would save money moving the Job directly to the Global PLC (Product life Cycle) Unit. I suggested this change in order to get the Service Delivery Management job and was successful.

Sep 2000 - Jun 2002

Product Life Cycle Manager

  • Introduced new Product strategies in Germany, Austria and Switzerland
  • Developed and maintained all German PLC processes (ISO 9001)
  • Interfaced between PLC Europe and PLC Germany
  • Collaborated with German Solution Canters, Marketing, Logistic, Dispatch, Training Delivery Organisation and Sales

Success Record:


Using Hitachi resources I was able to solve the Knowledge problem Sun faced in EMEA. Between Systems and Training I saved approx. $ 4.000.000.

Sun Lab:

In order to save costs, I contributed to shrink Sun EMEA Labs. Today just 4 Countries are able to order new Systems for their labs.

Jun 1998 - Aug 2000

Engineer Technical Solution Center

  • Customer Remote Administration
  • Technical Customer Account

Success Record:

The Remote Administration Center (RAC) was a new department. Thanks to my Six Sigma skills I was able to improve the whole installation procedure and defined a new Technical Remote Instruction Template.

Sep 1997 - May 1998

System Field Engineer

GE Compunet (today Computacenter)
  • Coordinated a small Team of Engineers within Allianz Assurance

          + Installation of WinNT and Allianz Applications

          + Network Migration

          + Call Centre

  • Installation Management based on Six Sigma

Success Record:

Thanks to my Six Sigma skills, I was able to improve and thereby maintain the good relationship with the customer Allianz Assurance. Afterwards Sales was able to close a very good deal.

Aug 1991 - Sep 1996

Sales Manager

  • Opened 5 Big Stores in Germany
  • Build, lead and managed high-performing teams and Store Managers
  • P&L Analysis
  • Initiated and Monitored the ROI of new Marketing initiatives
  • Customer Demand Analysis
  • Portfolio development
  • Drove Marketing Campaign (BMW) 

Success Record:

By actively recruiting, cultivating and acquiring the customer BMW (a hard acquisition) I increased 26% of the Business Volume. In Additional using an External Service Provider I increased Revenue and Customer satisfaction. We started to sell Service Contracts offering Onsite Technical Support.

Jan 1984 - Jul 1991

Sales Account Management

Di Lorenzos' Antique Trading
  • Acquisition of new customer in Germany, UK, France
  • Maintenance of the Network and Desktop
  • Coordination of Service provider




ITIL V3 Service Transition (NCC)


ITIL V3 Service Design (NCC)


ITIL V3 Service Strategy (NCC)


Cross Culture Trainer

Sun Microsystems

Managing Remote and Virtual Teams


Lean Sigma

Sun Microsystems

Six Sigma Foundation

Sun Microsystems

ITIL Foundation V2 and V3

Sun Microsystems+ EXIN
Aug 2014 - Present

SAP R/3 Fondation

PTM Akademy


Mar 2009 - Present

Certified IT Business Administrator


Postponed this study to 2011

1979 - 1983

Business & Administration

VIII Istituto Statale Tecnico Commerciale

Ragioniere e Perito Tecnico CommercialeFocus: Economy, Note: 58/60