Alexander Wiesner Email and Phone Number

As Service Operation Excellence Manager, I was responsible to drive Service Operation Management within DACH. Ensuring Safety, Improving Processes, Customer satisfaction, sales, productivity, employee engagement were part of my daily business activities. Balancing all the activities in collaboration with the field line managers to ensure business growth on all levels of the maintenance organization reflecting the available resources.

As part of my Productivity Manager role, I was responsible for productivity related Project, Initiatives and finally the business result of Maintenance Operation. I was working closely with the Service Maintenance Operation Managers of Austria to drive agreed project & Initiatives to result. Within that role I utilized my global network to collaborate with other Productivity Managers globally – Part of my success during that part of my career was always to communicate as transparent and timely… Show more As part of my Productivity Manager role, I was responsible for productivity related Project, Initiatives and finally the business result of Maintenance Operation. I was working closely with the Service Maintenance Operation Managers of Austria to drive agreed project & Initiatives to result. Within that role I utilized my global network to collaborate with other Productivity Managers globally – Part of my success during that part of my career was always to communicate as transparent and timely as possible to everyone in the organization, even the technicians. To get them on board as early as possible to prevent rumors across the organization.As part of the Service Operation Manager was responsible for the line management and the operative result of my region related to Safety, Customer Satisfaction, Employee engagement and Growth Show less

As part of a bigger global Team, i was responsible for Call Out reduction globally to increase the productivity of the Maintenance organization. Callouts are unplanned unexpected events which are disturbing Maintenance Processes as well as customer related processes. Both end in customer dissatisfaction. Therefor we developed processes and initiatives to drive callout reduction. Part of my responsibility was as well auditing our local organizations regarding our implemented processes and… Show more As part of a bigger global Team, i was responsible for Call Out reduction globally to increase the productivity of the Maintenance organization. Callouts are unplanned unexpected events which are disturbing Maintenance Processes as well as customer related processes. Both end in customer dissatisfaction. Therefor we developed processes and initiatives to drive callout reduction. Part of my responsibility was as well auditing our local organizations regarding our implemented processes and policies. Finding best business practices, motivation people, eliminating waste and improving collaboration made this part of my carrier a quite colorful and very fulfilled oneHome office and 30 – 40 % global travel activities Show less

As field support manager I was responsible for Training and troubleshooting across Austria. My aim was to increase the network to R&D in Finland to speed up troubleshooting processes as well as improve the knowledge auf our Field expert team in Austria. Train the trainer workshops in Finland where also part of my schedule as local trainings in Austria.As business support Manager I was part of a bigger DACH organization a responsible to implement Project ins Austria to ensure business… Show more As field support manager I was responsible for Training and troubleshooting across Austria. My aim was to increase the network to R&D in Finland to speed up troubleshooting processes as well as improve the knowledge auf our Field expert team in Austria. Train the trainer workshops in Finland where also part of my schedule as local trainings in Austria.As business support Manager I was part of a bigger DACH organization a responsible to implement Project ins Austria to ensure business growth on various levels of the organization. Projects where about implementing new processes across the maintenance organization. Show less

I joined KONE straight from School as Installation technician. I did several Elevator installations the first few years. It covered the full range of elevator types in Austria that time. After gaining experience in NEW installation business, I changed to Modernization business. Compared to new lifts, modernizations are more demanding, as it does require a permanent "everything is possible" attitude. From a technical point of view modernizations are a NON-Standard business. Those jobs brought a… Show more I joined KONE straight from School as Installation technician. I did several Elevator installations the first few years. It covered the full range of elevator types in Austria that time. After gaining experience in NEW installation business, I changed to Modernization business. Compared to new lifts, modernizations are more demanding, as it does require a permanent "everything is possible" attitude. From a technical point of view modernizations are a NON-Standard business. Those jobs brought a lot of technical background to switch to the service department, where I first was responsible for my own route of elevators and customers. But within a short period of time my maintenance route got less and I became one of the troubleshooters of the city. Within that role i was mainly doing fault finding and supporting my maintenance colleagues in the City of Vienna Show less