Global fleet and leasing software solutions provider, Sofico, has introduced a new autonomous, regional-focused structure to get closer to its customers as well as underpinning its continued expansion.
The Belgian-based business, whose software manages over one million fleet vehicles worldwide, will now revolve around seven regional units, backed by a series of process-specific support units.
The re-structuring project has been in preparation for more than a year, facilitated by a series of workshops in which every department took part and documented all its processes in minute detail.
With the processes defined, the new structure was drawn up. The final transition phase was completed in the last three months, with all staff being re-assigned to their new units and each unit having a full-day off-site kick-off to implement the new structure.
The seven new autonomous regional units comprise: Belgium; the Netherlands; UK-Germany-Austria-Switzerland; Southern Europe; Asia; Japan -South-Korea; and Australia-New Zealand.
They are supported by a number of process-specific support units, including systems management, solution management, finance and accounts, Human Resources, business development and marketing.
Each new regional unit now consists of a self-managing team that is responsible for a number of Sofico’s customers who use its primary Miles software system to manage their fleets.
The US is a focus market, where Sofico is actively investigating the possibility of opening an office. The current unit structure doesn’t have a US unit at this time, but will be happening in the not too distant future, though.
Jan Bouckaert, Head of Business Development at Sofico, said: “Our customers will now have a specific team dedicated to them, while our staff can build up a more detailed knowledge of each customer’s market specifics and the way they customize Miles to run their fleet.
“As well as providing enhanced and more targeted services for our customers, this new organization structure will also allow us better support future growth and expansion in to new markets.
“On top of this, it will allow us to work more efficiently, as each regional unit will see a customer project through from end-to-end, starting with prospecting, moving on to implementation and going through to post go-live support,” he said.
Bouckaert said there were a number of clear benefits that would derive from the new regional structure for staff and customers alike.
“As well as creating closer ties and shorter communication lines between Sofico staff and our customers, the new structure allows us to provide our people with ‘active’ jobs, which are more motivating, and are in line with our own HR policy and ‘Investors in People’ recognition,” he said.
The new structure is the culmination of a 12-month project which will also see the company increase its workforce by almost 20% before the end of the year. Sofico, which has increased revenues by 54% over the last five years, is expecting to increase its permanent staff to 140 by December.
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