Building a New Service Department from Scratch (Infrastructure Provider)
Designed and launched an Installations & Maintenance department from scratch for a broadband provider. Achieved 50% lower install costs and improved customer connection times, by combining a lean in-house team for repairs with tightly managed installation contractors.
Challenge
An infrastructure provider launching a new broadband service needed to create an Installations & Maintenance department from the ground up. Prior to this, all customer scheduling, installations and network repairs were handled by third parties with minimal oversight. The company’s growth demanded an in-house function to improve customer experience, control costs, and standardise processes. The challenge was to design and implement this new department – including its structure, team, workflows, and vendor arrangements – and to deliver immediate efficiencies.
Approach
Brought in as the project lead, Greg started by crafting a blueprint for the department: defining roles (dispatchers, field engineers, managers, quality controllers), processes (installation procedures, fault response protocols, proactive maintenance), and key performance indicators. He hired and trained a dedicated team, blending internal field engineers with carefully selected contractor partners. Together, they implemented robust operating procedures and documentation for every aspect of the service. Greg also renegotiated supplier contracts, introducing a fixed-price model and performance incentives for install and repair work. This aligned contractors with the client’s goals and reduced cost per job. Emphasis was placed on building a lean operation – leveraging route optimisation software, automating reports, and cross-training staff – to do more with a small headcount.
Outcome
In less than a year, the new Installations & Maintenance department was fully operational and delivering excellent results. The client achieved over 50% reduction in unit installation cost (compared to the previous outsourced approach) through better contracts and efficiency gains. Customer connection times improved markedly, and service uptime increased thanks to a proactive maintenance schedule. By having an in-house team, the company set a benchmark in productivity and quality, leading the partners by example – customer satisfaction scores rose as more installations were done right the first time and network issues were resolved faster. Importantly, the management team created a feedback loop to the construction arm of the business, driving design improvements that further reduced future install effort. The department quickly scaled to support operations across 300+ towns & villages, becoming a cornerstone of the company’s growth strategy.
Takeaways
Even starting from a blank slate, a well-designed mix of in-house leadership and outsourced execution can deliver dramatic gains in cost and quality. The client gained control over their service delivery without inflating their fixed costs – a best-of-both-worlds solution. The key was Greg’s meticulous planning and hands-on management of contractors, turning them into true partners accountable for outcomes. For other organisations (telecom or renewable energy alike) looking to internalise critical functions, this case demonstrates the value of getting the strategy and structure right at the start. Standardise processes, pick partners carefully, and manage proactively – the improvements will follow.
Estimated ROI
Delivered an estimated 25x efficiency return on leadership investment through cost-to-connect reduction, supply chain and contractor optimisation, and the creation of a scalable in-house service model.”
