OUR CAPATIBILITIES
Expertise
OUR PROJECT DOMAINS
Typical Projects
FrontLoop.Partners has extensive experience across a wide range of projects, structured around four core areas: Marketing, Digitalization, Transformation, and Operations. Below, you’ll find an overview of the typical projects we’ve delivered in these fields. For more detailed insights and concrete examples of our work, please refer to the respective project references.
Marketing
Operations
Digitization
Finance
Transformation
Marketing
We help companies strategically and operationally develop their marketing organizations – from clear positioning and customer retention to campaign and value management.
Digitization
We help companies unlock their digital potential – with scalable platforms, new business models, and digital sales channels that drive sustainable growth.
Transformation
We support companies through fundamental phases of change – focusing on structure, culture, and execution. Whether integration, carve-out, or realignment: we create clarity and momentum.
Operations
We create operational excellence – from go-to-market strategies and process optimization to partnerships and certifications. Our goal: efficiency, quality, and sustainable growth in day-to-day business.
Finance
We strengthen finance organizations during phases of change — from M&A and carve-outs to ERP implementations and financial restructuring. Always with a focus on transparency, efficiency, and sustainable controllability.
CASESTUDIES
Our Reference Projects
DIGITALIZATION
B2B eCommerce Launch | Automotive
Client
• The company is a subsidiary of one of the world’s largest automobile manufacturers.
• As a full-service provider for e-mobility, it offers a comprehensive portfolio for private and business customers. This includes charging hardware, charging and electricity tariffs, charge site management, fleet solutions, and reseller solutions.
Project & Objectives
• Development and launch of a B2B e-commerce sales channel (wall boxes & charging cards) for dealers in Central European markets
• Program lead
• Re-design of project approach to meet the launch timeline
• Onboarding of dealer organizations across the countries
Approach
• Implemented new stakeholder management
• Restructured project teams along the end-to-end process
• Launched B2B web shop for 4 EU markets according to communicated timelines
• Project management across 10 countries and 3 time zones (including external offshore development teams)
• Managed multiple dependencies in IT architecture implementation
Results
• Continuous alignment of all business and IT stakeholders; enabled weekly decision-making
• Agile project management across all teams: sales & product management, external web agency, ERP & CRM development teams, external logistics fulfillment; full transparency in issue management across all development teams
• Acquisition of 4 EU markets with negotiated commercial terms (logistics costs, B2B purchase prices, etc.)
• On-time launch of 2 markets including sales communication; technical launch of 2 additional markets
• Rapid implementation of reseller channel via the manufacturer’s spare parts supplier (large scale volumes) using an alternative interface (Edifact) as part of webshop fulfillment, with first delivery batches shipped on time
ChatGPT said: Launch of B2B E-Commerce Solution in 4 EU Markets and Reseller Channel within a Highly Agile Project Environment
DIGITALIZATION
E-Commerce Concept | Automotive
Client
• The company is one of the leading international commercial vehicle manufacturers with over 30,000 employees and annual sales of approximately EUR 15 billion (2023).
• The project was commissioned by the main departments: Truck Sales, Van Sales, and Customer Service Management.
Project & Objectives
• Design of a viable and implementable e-commerce concept for new vehicle sales and spare parts.
• Role in the project:
Management of external service providers (including Accenture) as the internal project manager for spare parts.
Approach
• Designing the target operating model for multiple pilot markets, with a special focus on spare parts.
• Internal and external validation of the concept, including integration of existing sales organizations, country units, and logistics.
• Completion of the concept phase and handover to internal corporate units.
Results
• Target Operating Model: Developed a new sales concept (central sales through country subsidiaries with commission-based involvement of existing internal and external sales partners), securing buy-in from all relevant sales stakeholders.
• Logistics Concept: Designed click & collect, central delivery, and direct delivery models using locally available SKUs and adapting the existing replenishment logic.
• UI/UX Concept: Created the entire front-end system including user testing and integration with the company’s existing back-end/legacy systems.
• Organizational Concept: Developed an implementation and operational model involving internal FTEs and outsourced units.
“Development of a Target Operating Model and Implementation Concept for E-Commerce in the Automotive Sector”
DIGITALIZATION
Digital Business Models | Online Marketplace
Client
• The company was a spin-off of a FMCG business, primarily processing plastics in its end products.
• Due to strong seasonality in the products, significant under- and over-utilization of production capacity occurred repeatedly.
• To hedge this volatility, OEM orders were produced internally or outsourced during production peaks (= extended workbench).
Project & Objectives
• Development of a viable and implementable concept for digitizing the extended workbench.
• Development of a business model aimed at founding a new company.
• Execution of the company’s establishment.
• Role in the project: Overall project lead.
ChatGPT said: Approach
• Development of an online marketplace concept based on available production capacities of categorized plastic manufacturing machines.
• Establishment of an online classifieds business model (ads are paid upfront by the providers).
• Development of the online platform and the categorization of production machines.
• Creation of a marketing concept.
Results
• The platform was launched with the pilot segments of injection molding as well as high- and deep-drawing.
• The company was able to offer its own available production capacities much more transparently on the market through the spin-off and attracted initial external providers of free capacities.
• The company was presented and supported as an innovation on the market by pro-K – the Industry Association for Semi-Finished and Consumer Plastic Products.
• Due to strong market uncertainties during the Covid-19 pandemic, both supply and demand for free production capacities dropped significantly, and the company ceased operations.
“Development & establishment of an online marketplace for digitalizing the extended workbench”
MARKETING
CRM Build-up & Interim Management | Mobile Telecommunication (US Market)
Client
• Mobile operator in the US market; subsidiary of a German telecommunications group
• Significant customer losses following a failed merger and supply disruptions caused by Apple’s exclusive agreements with competing carriers
Project & Objectives
• Build-up of analytical, strategic, and operational CRM
• Project lead and interim manager for analytical & operational CRM
• Priority 1: Stop customer churn
• Priority 2: Empower employees
• Priority 3: Implement operational campaign management
Approach
• Continuous implementation of ad-hoc campaigns for customer retention and win-back
• Development and implementation of a tailored best-practice CRM framework
• Interim management and assumption of tasks during operational vacancies
• Challenges: Establishing fundamentals in campaign management
Results
• Key outcome: Reversal of churn KPIs trend, identification of effective retention and win-back offers.
• Empowerment of the operational campaign management team to execute end-to-end campaigns
• First-time execution of campaign ROI evaluations
• Validation and support for ARPU & customer forecasting for postpaid segment (>24 million customers)
• First-time definition of a strategic CRM roadmap including customer lifecycle campaign management
• CRM budget planning
• Documented and trained CRM ‘Best-Practice Playbook’
“Methodical and operational build-up of a CRM team amid significant customer churn (US market)”
MARKETING
Customer Win-back | Telecommunications
Client
• The company is a publicly traded telecommunications corporation with over €100 billion in revenue and more than 200,000 employees.
• Due to intense price pressure in the market, the B2C segment experienced high churn rates in both fixed-line and mobile services.
• At the project’s start, customer win-back efforts were primarily handled internally by call centers.
Project & Objectives
• Reduce customer churn by improving the win-back of canceling customers
• Reorganize existing structures, contract offers, and call scripts
• Establish win-back controlling and create a central win-back taskforce as a coordinating unit within the group
• Role in the project: Subproject lead
Approach
• Outsourcing to external call centers with specialized customer win-back agents
• Establishment of a centralized data pool for all contract and cancellation types, integration of external call centers, and setup of a central internal back office: significantly faster processing
• Optimization of incentives and call scripts as well as introduction of KPI-based management
Results
• Significantly higher win-back rates and reduction of customer churn
• Created much better transparency on cancellation figures, win-back rates, and call center performance through weekly dashboards including reports to the corporate executive board
• Increased conversion rate to new fixed-term contracts and up-selling to higher-value contracts
• The Win-Back Taskforce was recognized internally as an outstanding team within the corporation
“Reducing customer churn through building an efficient customer win-back program”
MARKETING
Operational Marketing Management | Software-as-a-Service (SaaS)
Client
• The company is a subsidiary of an international trading group with operations in more than 30 countries, approximately 90,000 employees, and revenues exceeding €30 billion (2024).
• The subsidiary is a SaaS provider offering software solutions for the hospitality and gastronomy sector (HoReCa), including digital point-of-sale systems, payment processing, online reservations, off-premise sales, and website creation.
Project & Objectives
• Disciplinary and functional leadership of the Marketing & Communications departments with 20 international FTEs (including 4 Head-of positions).
• Restructuring and downsizing of the departments with a budget reduction of over 50%.
• Simultaneous product launches in multiple countries, including trade show appearances and launch campaigns.
• Role: Director of Marketing & Communications
Approach
• Focusing the departments on product launches in multiple countries.
• Restructuring and reduction of 2 Head-of positions, insourcing previously external (agency) services.
• Start-up approach during budget cuts: reviewing all measures, conducting bottom-up analysis to identify essentials, and applying a bootstrap mentality.
• Focus on leveraging existing in-store communication resources from the parent company.
Results
• Successful market launch of the electronic cash register in multiple countries in close coordination with the local subsidiaries, including trade fair appearances and launch campaigns.
• Budget cuts of more than 50% were successfully implemented without losses in sales.
• Streamlined structures through increased employee responsibility, internal value creation, and clear KPI targets using OKRs.
• Internal development of new campaigns and introduction of internal competitions for campaign ideas.
• Turnaround in employee motivation: significantly more positive employee feedback despite challenging targets, financial situation, and restructuring.
“Successful Product Launches Despite 50% Budget Cuts and Restructuring”
MARKETING
Value Proposition | Retail
Client
• The cooperative company is one of the leading retailers in Switzerland with approximately CHF 30 billion in revenue and nearly 100,000 employees (2024).
• The company is highly diversified and operates numerous subsidiaries, including specialty stores in the areas of sports, electronics, DIY, and home & living.
Project & Objectives
• Development of positioning strategies (value propositions) for specialty stores in the areas of sports, electronics, DIY, and home & living to differentiate from competitors and upcoming market entries.
• Role in the project: Overall project lead.
• Objective: Development of value propositions including a communication concept.
Approach
• Analysis of the current positioning and positioning of relevant competitors.
• White-spot analysis & development of positioning strategies (brand core, emotional & functional values, reasons to believe).
• Internal and external validation of the concepts.
• Development of communication and implementation concepts. Hand-over to the client.
Results
• For each specialist retail chain, a relevant, credible, differentiating, and validated positioning was developed, always aligned with the corporate values of the overall group.
• Adjustment of primary target groups among customers and partial adjustment of product assortments.
• Communication concept as a briefing for the implementing agency: print and online campaigns, below-the-line measures (e.g., targeted addressing of specific customer groups within the loyalty program), in-store promotions, gamification approaches.
• Continuation of 3 out of 4 specialist retail chains. Sale of the electronics division to a competitor.
“Successful Repositioning of Four Specialist Retail Chains in the Swiss Market”
OPERATIONS
Re-certification of EETS On-Board Unit (OBU) | Automotive Mobility Services
Client
• Subsidiary of an international energy corporation with a comprehensive portfolio of mobility services, including fuel cards and tolling solutions
• Development and rollout of a new end-to-end solution for the European Electronic Tolling Service (EETS) as part of a joint venture, targeting multiple tolling systems across the EU
• Lacked internal resources and specific expertise required for (re-)certification within the German tolling system
Project & Objectives
• Initial certification process of a new EETS On-Board Unit (OBU) failed before the Federal Office for Goods Transport (BAG, now BALM) due to lack of internal resources, technical expertise, and required documentation
• Took over role as project lead and official representative of the client vis-à-vis BAG
• Restructured the project organization to secure and prepare for a second certification slot with the BAG
Approach
• Restarted communication with the Federal Office for Goods Transport (BAG)
• Restructured agile system development and established a fast-track process for bug fixing during ongoing testing; supported team-building within the joint venture organization
• Key challenge: agile bug fixing and calibration of the EETS OBU; coordination of the bug-fixing process across four international partner companies; building trust among BAG officials in the overall system solution
Results
• Successfully met the BAG’s time slot for the second certification round
• Completed certification documentation with required corrections
• Enabled development teams to meet the technical requirements of the German toll system (Toll Collect)
• Acted as communication facilitator between the BAG and the client’s representatives during commercial negotiations
• Served as the client’s official representative toward the Federal Office for Goods Transport (BAG) for the new toll service
• Note: The project was ultimately discontinued, as the updated EETS remuneration model in the German toll system no longer allowed the client to achieve a viable business case
"Turnaround of a Joint Venture Project Team after Initial Setback"
OPERATIONS
Go-to-Market for Tolling Service (EETS) | Automotive Mobility Services
Client
• Provider of EU-wide mobility services including fuel cards, tolling solutions, e-charging, tax services, and vehicle & driver services.
• In the tolling segment, a wide range of solutions is offered for all tolling systems across Europe, in cooperation with European system providers.
Project & Objectives
• At the time of the project, there was a race among providers in the European Electronic Tolling Service (EETS) sector to be first to market with a comprehensive satellite-based tolling system.
• Role: Project Lead
• Goal: On-time launch of the EETS service in 24 European profit centers (national subsidiaries)
• Integration of the Italian system provider
Approach
• Multi-stream project management including system and supply chain integration, product branding/marketing, market launch campaign, and back-end system development.
• Key milestones: Certification of the EETS Onboard Unit (OBU) in Belgium and Germany, go-live of the supply chain, go-live and testing of toll record processing.
• Challenge: Unforeseeable supply chain bottlenecks in the production of the EETS OBU.
Results
• Market launch on schedule
• Implementation of web shop ordering with back-end integration of system supplier; fully automated over-the-air provisioning of the EETS OBU
• Active supply chain management during phases of delivery bottlenecks
• Achievement of sales targets for new and existing customers (conversion) within 12 months of go-to-market
• Successful introduction of product brand and repositioning of the tolling product portfolio
“Launch of the first EETS solution in the tolling service market – challenging implementation within a multinational sales network/environment.”
OPERATIONS
Process Optimization in Fiber Optic Deployment | Telecommunications – Fiber Infrastructure
Client
• The client is a start-up focused on fiber optic expansion, specializing in passive network infrastructure.
• Financed by a Tier 1 telecommunications provider and a pension fund, represented by a UK-based investment firm focused on infrastructure.
• Business plan with ambitious goals for fiber optic network rollout.
Project & Objectives
• Comprehensive process optimization for the key success metric “Homes Connected (HC) lead time,” which triggers refinancing payments.
• Program management and communication with shareholders.
• Identification of measures to halve the HC lead time and internal implementation together with construction partners (subcontractors).
Vorgehen
• Establishment of the baseline for the HC (Homes Connected) cycle time and implementation of operational reporting for HC per construction area.
• Creation of a long list of efficiency measures and validation of their impact on reducing lead times.
• Piloting and implementation of initial measures despite lacking a full cycle-time measurement foundation.
• Significant performance variance among subcontractors.
Results
• Implementation of a reliable operational reporting system for all construction sites within 4 months (Power BI, data lake connection with construction partners and wholesale partners)
• Continuous collaboration in an operational excellence team involving all relevant departments (partner management, site managers, quality management, BI team, material & tool purchasing, controlling, sales, solution designers for visualization)
• Piloting an AI-supported documentation system for construction delays (with high commercial impact)
• Implementation of 13 project measures
• Support for controlling in redesigning the corporate business case together with shareholders (investors)
“Optimization of a Central Process Indicator for a Fiber Optic Infrastructure Start-Up“
OPERATIONS
Strategic Partnership | FMCG
Customer
• The company is a leading European manufacturer of garden equipment for lawn and plant care as well as garden irrigation.
• It is part of an international publicly listed group with 14,000 employees and over €4.5 billion in annual revenue (2023).
• The company has previously made multiple unsuccessful attempts to enter the US market.
Project & Objectives
• Goal: Successful market entry into the USA with the help of a strategic partner / an OEM partnership.
• Negotiation of suitable products, pricing, production & logistics, product liability & trademark rights.
• Role in the project: Lead of the negotiation team (consisting of sales, production & legal).
Approach
• Development of suitable product bundles for the market launch (the product was not yet available in the US market) + marketing package
• Securing additional capacities in procurement, production, and logistics
• Defining a roadmap for further OEM partnerships with the partner
• Successful conclusion of the contract
Results
• Successful product launch in the US market
• 7-figure additional revenue for the company with high product-level profitability
• Establishment of a successful OEM partnership
• For the US partner: Positioning as an innovative company through the introduction of a new product
"Establishing an OEM Partnership for the US Market with 7-Figure Additional Revenue"
OPERATIONS
Tendering Process | Media Industry
Client
• The company is a production and service provider for film and television, and a 100% subsidiary of a public broadcasting corporation.
• It distributes a large portion of the public broadcaster’s productions on DVD (approx. 1.5 million DVDs per year) and was seeking a new logistics partner for this purpose.
Project & Objectives
• Design of a tender process for awarding a new logistics partner, including sales controlling and accounting
• Development of a detailed requirements specification and evaluation logic
• Management of the entire tendering process
• Role in the project: Overall project lead
Approach
• Developed a 3-stage process:
Long-listing / screening using a short questionnaire
Short-listing (under NDA, submission of requirements specification, collecting references)
On-site visits
• Created an evaluation matrix based on the level of compliance with the requirements, weighting of key parameters, and personal impression from the site visits
• Assessed offers, normalized price components, and provided a final recommendation
Results
• Approx. 3-month process from the initial long list to the successful awarding of the new contract
• Due to the very detailed specification sheet: early adaptation of target processes during the tender phase and significantly simplified process landscape compared to the previous logistics partner
• Ensured that even highly ambitious logistics requirements (e.g. Amazon standards) can be smoothly met in the future
• Sales controlling and accounting for DVD distribution successfully outsourced to the logistics partner
“From Process Design to New Logistics Partner in 3 Months – with Specifications & Evaluation Matrix”
TRANSFORMATION
End-to-End Support for M&A through Insourcing | Mobility Services
Client
• Provider of EU-wide mobility services including fuel cards, toll solutions, e-charging, tax services, and vehicle & driver services.
• Concurrently with the EETS launch project, the client had the opportunity to expand further through the acquisition of a competitor in the tolling sector.
Project & Objectives
• Two-phase project:
Phase 1: Support in M&A during due diligence and acting as integration project lead
Phase 2: After successful closing, all assets, employees, customers, and systems had to be integrated
• Overall project lead for insourcing (PMI)
Approach
• Structured the project into the following streams: Sales, End-Customer Contracts, Assets (including licenses), Systems/Processes, Communication & Change, Risk Management
• Milestone: Operational Day-1 four months after closing date
• Challenges: Heterogeneous legacy contract portfolio, especially with resellers; unknown customer overlaps among resellers; legacy systems not transferable
Results
• Successful execution of operational Day-1 with a transitional solution for non-transferable legacy contracts
• Employees: Transfer of all staff according to plan, reorganization of the sales department including change and conflict management
• Contract portfolio and systems: Successful replication of the key existing toll contract products on the new system stack; offering alternative products for legacy and reseller contracts; migration of interfaces for all EU toll systems to the new owner’s system stack (decommissioning of legacy interfaces)
• Identification of overlapping customers (“customer overlaps”) and transition to “best-of-2” conditions
• Combination of agile and traditional project management with weekly risk and issue management
“Insourcing from closing date to Day-1 within 4 months, including customers, products, systems, and employees”
TRANSFORMATION
Organizational Development | Medical Technology
Client
• The corporate group, consisting of 5 individual companies, is a full-service provider for the manufacturing of high-quality and complex medical components, instruments, and implants, as well as sterile packaging.
• At the time of the project, the corporate group was owned by a private equity firm aiming for an exit within the next 24 months.
Project & Objectives
• Establishment of a group structure above the individual companies and implementation of group-wide governance
• Development of shared services (e.g., procurement, IT) for the group while maintaining flexibility for local units
• Integration of the latest acquisition (company for sterile packaging)
• Role in project: Overall project lead
Approach
• Analysis of the individual companies: SWOT, local competencies, and screening of key personnel
• Definition of a common value proposition, vision, and mission for the corporate group
• Identification of synergy potentials through centralization and shared services
• Development of internal communication to engage employees
Results
• Established a corporate group architecture with group committees and new governance structures
• Realignment and establishment of central departments, such as Group Sales
• Introduction of a matrix/shared services organization for Finance & Controlling, HR, IT, and Supply Chain Management.
•• Created process maps for key workflows across all departments
• Implemented a centralized project management system (PMS) and agile working methods
• Operationalized roadmaps for each department as task packages within the PMS
• Designed a due diligence and post-merger integration roadmap for future acquisitions
“Establishment of a corporate group structure including group committees & new governance, as well as the setup of shared services”
TRANSFORMATION
Post Merger Integration | E-Commerce
Client
• The company is a leading digital brand platform for premium pet food in Europe. Sales are conducted both through own D2C platforms and B2B via retail partners.
• The company is private equity-owned and has experienced strong growth in recent years, both organically and especially through acquisitions.
Project & Objectives
• Following the acquisition of a competitor, the goal was to integrate the acquired company technically, procedurally, and with all employees into the client’s organization as part of a Post Merger Integration.
• Role in the project:
Lead Post Merger Integration / PMO
• Target: Complete integration within 100 days
Approach
• Divided the overall integration into 11 individual workstreams and teams, establishing agile project management using Asana.
• Conducted weekly progress reviews with dedicated troubleshooting teams as needed.
Results
• Completed the post-merger integration within the 100-day target.
• Process and technical integration largely finalized, with interim solutions in some areas.
• Transition to target systems executed without any downtime of e-commerce platforms.
• All employees of the acquired company were retained except for one case.
“Successful post-merger integration of an e-commerce scale-up with private equity background completed in 100 days“
TRANSFORMATION
Startup Formation | Mental Healthcare Network
Client
• The startup is an online networking platform for psychotherapists and psychiatrists with the goal of encouraging more therapists to treat traumatic disorders in children and adolescents through networking, continuing education, case discussions, and peer support..
• It is a donation-funded, non-profit startup. The service is offered free of charge to therapists.
Project & Objectives
• Transforming an idea into a functioning and scalable social startup.
• Goal: To create leverage by the approach “helping the helpers” to enable as many therapists as possible to provide trauma therapy and effectively address the existing undersupply in this area.
• Role in the project: Co-Founder & Board Member of the registered association (e.V.).
Approach
• Setting up technical and operational structures, defining areas of responsibility, recruiting volunteers, and founding the registered association (e.V.).
• Building an agile setup for implementation.
• Launching the online platform and website.
• Developing marketing activities to recruit members and donors.
Results
• Since its founding in 2020, the network has grown to over 1,000 therapists (by 2025) and is now the largest specialist community in the DACH region for child and adolescent trauma therapy.
• An IOOI analysis demonstrated that more therapists are now offering trauma-focused therapy, feel more confident in treatment, and regularly engage with the platform for exchange.
• Several university hospitals have utilized the training offerings for clinical staff.
• The chairwoman of the board was appointed to a governmental commission on abuse investigation.
• The platform has been recommended by the Ärzteblatt medical journal.
“Built a non-profit startup into the largest specialist community in the DACH region within a few years”
LONG-TERM PARTNERSHIPS
What our Clients say
TRUST BUILT ON EXPERIENCE
Over 20 Years of Industry and Project Expertise
For over 15 years, we’ve been supporting companies across a wide range of industries – from mid-sized businesses to DAX-listed corporations. Our experience from more than 100 projects is reflected in sustainable results and long-standing partnerships.
