The Aftermarket Commercial Manager exists to lead the service performance enablement function for CFAO Equipment’s aftersales service organisation. This role serves as the critical link between operational teams, business leadership, and technology platforms to improve service profitability, reduce machine downtime, and increase fleet uptime across the business.

The position is responsible for optimising service-related business processes, standardising ways of working across branches, and converting operational and telematics data into meaningful actions that improve reliability, customer satisfaction, and financial performance. The role provides governance over service analytics, backlog and WIP control, contract performance, labour recovery, and process discipline, ensuring that service operations are data-driven, commercially focused, and operationally effective.

In addition, the Aftermarket Commercial Manager plays a key role in embedding standardisation, strengthening reporting integrity, supporting system optimisation, and driving continuous improvement across the service organisation. Through strong cross-functional collaboration, this role enables better decision-making, improved execution, and sustained operational performance across the branch.

Key Performance Areas:
(Essential Duties & Responsibilities)

1. Service Performance Analytics and Reporting

· Develop, implement, and maintain a standard service KPI framework across all branches.

. Utilisation, labour recovery, WIP, backlog, billing cycle time, uptime, and contract performance.

· Produce accurate and timely weekly and monthly service performance reports for the General Manager and branch leadership teams.

· Ensure the integrity, consistency, and reliability of service data used for reporting and decision-making.

· Translate performance trends into actionable improvement plans with clear ownership, deadlines, and follow-up mechanisms.

· Monitor execution of agreed actions and track benefit realisation.

2. ERP Optimisation and Data Governance

· Drive the optimisation and standardisation of ERP service workflow.

. Job card management, labour and parts capture, WIP control, invoicing, contract setup, and master data governance.

· Establish and maintain service data quality standards across the business.

· Define and document business requirements for system enhancements and process improvements.

. Coordinate user acceptance testing, training, rollout support, and post-implementation adoption monitoring.

3. Fleet Uptime and Reliability Improvement
·  Analyse I-Site and related telematics data to assess uptime, availability, downtime trends, repeat failures.

. Machine reliability performance across customers and branches.
· Identify failure trends and operational loss drivers and convert them into prioritised reliability improvement actions.

· Facilitate structured root cause analysis and corrective action processes to improve MTBF, reduce MTTR, and eliminate recurring failures.

· Support the service organisation in improving proactive maintenance effectiveness and equipment lifecycle performance.

4. Service Profitability, Labour Recovery and Billing Governance

· Drive improvement in labour recovery through identification and elimination of revenue leakage, including time capture gaps, incorrect system usage, non-billable time, travel losses, and policy non-compliance.

· Work closely with Finance and branch teams to improve billing accuracy, job costing integrity, WIP conversion, and month-end revenue recognition.

· Monitor and improve invoice turnaround time and service-related billing discipline.

· Provide insight and reporting that enable leadership to improve branch and contract-level service margins.

5. Contract Performance and Turnaround of Loss-Making Contracts

· Monitor service and maintenance contract performance across the portfolio, including margin, cost-to-serve, SLA compliance, uptime delivery, and operational risk.

· Identify contracts that are underperforming, loss-making, or commercially exposed.

· Lead the development of structured turnaround plans for high-risk contracts.

· Develop contract scorecards and performance review mechanisms to support renewal, retention, and commercial decision-making.

· Provide insight to support customer engagement and contract negotiation strategies.

6. Backlog, WIP Control and Throughput Improvement

· Establish and manage backlog and WIP governance routines, including ageing analysis, escalation thresholds, prioritisation rules, and closure discipline.

· Improve service throughput by reducing cycle times, improving planning adherence, and driving a stronger first-time-fix and right-first-time culture.

· Provide visibility of service constraints, bottlenecks, and execution risks to branch and business leadership.

· Coordinate cross-functional resolution of issues impacting service flow, including parts delays, GRN issues, approvals, and job closure barriers.

· Support branches in reducing aged WIP and improving overall operational responsiveness.

Required Minimum Knowledge, Skills Education / Training and Experience Requirement(s):

• Proven experience with ERP and business systems (e.g. Autoline), covering system setup, implementation, configuration, user adoption.
• Managing an aftermarket service department within material handling, automotive, or industrial equipment environment

• Strong leadership and people management skills, with the ability to drive performance and accountability.
• Sound business acumen with a strong understanding of financial management, budgeting, and cost control.

Required Certificates, Licences, Registrations

• Business management qualification or training (advantageous).

• Code 8 driver's lisence.