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In Discussion with Ben Hartman, Regional Vice President, ANZ

I recently had the pleasure of interviewing Ben Hartman, Etaprise’s newly appointed Regional Vice President for ANZ. Etaprise, headquartered in Santa Clara, California, USA, is a SaaS Field Service and Asset Management platform designed to drive operational efficiency by mobilizing field service workforces, improving service quality, and enhancing asset management.

Introduction

As part of my series on Service and Asset Management, I had the opportunity to sit down with Ben Hartman. Ben is a seasoned professional in the field and asset management industry, having held senior management roles at leading global companies. His expertise in Field Service and Asset Management solutions bridges the gap between complex technical concepts, business requirements, and strategic management objectives, delivering the business value expected from an industry leader.

Interview

Q: Ben, thank you for joining us. Our readers would love to know more about your background and how you got involved with Service Management.

Ben: It has indeed been a journey! My professional career started in the Netherlands, where I was involved in the sales of capital equipment and related spares and services. I quickly realized the value of service and its impact on customer satisfaction. Before moving to Australia with my family, I worked in Southern Africa in various sales and service roles. Throughout my career, I have had the privilege of working with a diverse group of companies and wonderful people. In Australia, I joined Astea, a leader in enterprise grade Field Service Management Solutions, which was recently acquired by IFS.

Q: Where does the inspiration come from that led to a career in Service?

Ben: Anyone who has sold Capital Equipment knows that ‘triple S’; - a term I frequently use to explain Service, Spares and Supplies that follows a sale, is the real bottom-line contributor. I frequently used the phrase to explain the transition from ‘service cost centre - to service profit centre’. So, having appropriately trained Service technicians, Spares and Supplies on hand is key to asset uptime and customer satisfaction. The ‘Triple S’ applies to all companies that sell equipment and those that provide the associated Services.

I understand the importance of asset uptime. When for example, a large machine breaks and production can’t continue all the disastrous aftereffects of not being able to distribute on time bears on how service has been done. Managing my workforce, my spares and supplies inventory became a key objective for me to maintain asset uptime and long-term relationships with my customers.

The pressure to deliver a first-time fix rate was paramount and this influenced my determination to understand superior service management practises. By focusing on the first-time fix, I also wanted to make my service contracts profitable. But how to do this effectively? This awareness put me on my drive towards the service industry and software solutions that are needed to deliver a superior service experience.

Q: What were the challenges then and how did you overcome them? Did you make any mistakes and were you able to learn from them?

Ben: The biggest challenge to overcome was the huge amount of paperwork involved and the lack of a mobile solution. The transition of going ‘digital’ was also not without its pitfalls. My biggest mistake was to underestimate inventory management and associated logistics processes. I recall flying in spares and supplies at a huge expense! After that I made sure that I had sufficient stock. This became a huge win for me as sub-contractors across the region reached out to me for spares. In turn this gave me an opportunity to sell additional Services as well as Supplies. Trial and error are tough task master’s and what I have gleaned from that is that patience coupled with respect and integrity in what you do, takes you a long way in gaining trust and respect with customers and colleagues.

Q: How about the technology related challenges?

Ben: One of the biggest challenges was to integrate all the different systems into one homogenous business process, and to integrate with the HCM and Finance systems. At Etaprise we use a combination of in-house integration and automation capabilities which can help us to connect with apps which our customers can easily integrate to.

The second biggest challenge was to find a hosting provider that could support our SaaS ambitions on a global scale. After careful selection we decided to work with Amazon Web Services (AWS), Microsoft Azure and Google Cloud Platform. Their ability to scale and meaningfully compute instances many times more than any other cloud provider, gives us and our customers the choice and flexibility at a very competitive price.

The third biggest challenge was Scheduling automation. At Etaprise we have put our best minds to this challenge, and I can confidently say that by applying AI to our Scheduling algorithms we are able to provide true value to our customers.

Q: Service business is all around us. It affects our lives in many ways, and the industries that need to provide services are realizing this more and more. In a sense, we are reliant on this. What is your view on the service industry?

Ben: Service management software continues to be a strategic and essential growth driver for many companies. Our vision, which includes applying AI to scheduling and constantly evolving with the latest technology through our dedicated team of developers, sets us apart. The combined specialist knowledge of each specific module, coupled with their agility, provides a unique customer engagement. The end-customer benefits significantly from this approach, ultimately resulting in a substantial ROI.

In Australia and New Zealand, the majority of Field Service providers are small to medium sized companies. With Etaprise we provide a SMB solution suite applied to many different verticals.

Q: Most of the companies now use ERP. Why should such companies invest in Service management?

Ben: Even the best ERP providers often come with constraints, as they are designed to meet the needs of a broad range of organizations. While they typically allow for some customization, the degree can be limited. Sometimes, a plug-in service module is added, forcing the customer to adhere to a less optimal service process. This is where Etaprise steps in. By leveraging our experience, expertise, and agility, we develop and deliver unique field service mobility solutions that meet the needs of most service organizations. In addition to AI, we also tap into IoT, which is being applied in numerous ways already. By applying service management technology and best practices, we create the best outcomes for customers and their assets.

Q: What are your values to your team and to your customers, and how do you demonstrate that? How did your values lead to success?

Ben: I have adopted the RITCH principles - Respect, Integrity, Trust, Communication, and Honesty. These principles are easy to mirror to Etaprise’s commitment in both personal and customer relationships. The internal communication, customer interaction, and the desire to deliver quality outcomes to customers are very evident!

I have taken it upon myself to discuss the real value we bring to our customers by helping them understand the Value Proposition of our software. By applying Business Value Engineering (BVE) and looking at the Total Cost of Ownership (TCO), we estimate a measurable ROI and add value to our customers’ businesses and their customers.

Q: Ben in your opinion, what would be the key takeaways to run a successful service business?

 Ben: The primary objective is to improve the utilization of your workforce. This can only be achieved with tools that can schedule technicians, spares, and supplies in real-time. Effective contract lifecycle management and optimizing your inventory and supply chain are also crucial.

By doing things right, such as achieving a high first-time fix rate, you will improve customer satisfaction, grow your revenue, and manage your cash flow more effectively. Customers prefer having their assets maintained conveniently rather than dealing with a break/fix scenario.

The service management tools are available, and the underlying technologies such as AI, machine learning, predictive maintenance, IoT, and a remote-first approach are set to become the future cornerstones of service management. Maintaining ideal asset uptime is paramount. The goal is to manage costs, be profitable, and improve customer satisfaction. The key is to find a solution provider that can cater to the unique needs of the service provider.

We also see a trend where businesses wish to share service responsibility by offloading it to the service provider, with asset uptime being the key driver. Sharing this responsibility comes with risk-sharing.

At Etaprise, we have several innovative commercial concepts to help our customers accommodate these requests. This illustrates our agility and flexibility in our commitment to our customers.

This interview was insightful and inspiring. Thank you so much!

Contact details:

info@etaprise.com

www.etaprise.com

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