Service Leadership and Transformation – In Conversation with Nagesh Goel

Nagesh Goel is a seasoned executive with over 18 years of global experience, including more than a decade of leadership in service businesses across strategy, product management, marketing, R&D, and digital transformation. Since November 2022, he has served as the Chief Service Officer (CSO) and Division Board Member at GEA Group, where he oversees the service P&L for the Heating & Refrigeration Technologies division. Based in Berlin, Nagesh is at the forefront of driving the industry’s digital transformation, leveraging AI/ML-powered solutions, and championing sustainability initiatives through AddBetter consulting. His leadership experience spans Europe, India, and China, with deep expertise in IoT services, M&A, and global P&L management.

Introduction

In today’s rapidly evolving industrial landscape, the transition to a service and customer-focused business model has become a critical driver of growth and sustainability. Companies are increasingly recognising that success isn’t solely about the products they offer, but about the value they deliver for customers through tailored services, innovation, and long-term partnerships.

This transformation, however, is not without challenges. It requires a fundamental shift in mindset, processes, and leadership approaches. We sat down with Nagesh Goel, an accomplished executive with over 18 years of global experience, to explore these topics and understand more about the future of service leadership.

The primary aim of the conversation was to uncover insights and provide actionable advice for other leaders navigating the complexities of this journey. Nagesh reflects on his journey in industrial services and his leadership at GEA Group, driving the shift from reactive to proactive service models.

Can you share your career path and what led you to service leadership?

With over 12 years of experience in industrial services, I have built my career across three esteemed organisations. It began at Siemens, a leading European industrial company, where I transitioned from strategy consulting to service and digitalisation. The dynamic nature of service work and its tangible impact on businesses immediately drew me in. I later expanded my expertise in the elevator industry at Schindler, a renowned Swiss company, before assuming my current role at GEA Group. Here, I oversee the global service business for heating and refrigeration technologies, combining service operations with digitalisation and sustainability consulting.

What do you see as the biggest opportunities and challenges in transitioning towards a more service- and customer-focused business model?

The biggest opportunities lie in creating value through proactive service strategies, leveraging digitalisation for predictive maintenance, and supporting sustainability goals like decarbonisation. However, transitioning to a service- and customer-focused model also presents significant challenges. These include aligning diverse organisational units, shifting entrenched mindsets, and navigating complex matrix structures to create a unified service vision. Success in this transition requires a combination of strategic clarity, strong leadership, and a commitment to fostering cultural and operational alignment.

How has the shift towards service and customer focus evolved in your organisation, and what has been the impact so far?

When I first joined, the service approach was predominantly reactive and profitability-driven. Over the past two years, we’ve transitioned to proactive, sales-driven service models, leading to double-digit growth despite declines in the equipment business. Today, service is recognised not as a secondary function, but as a growth driver and a key differentiator in the market.

What organisational transformations have been necessary to support this shift, and how have you managed these changes within your teams and processes?

Shifting to a proactive service model required significant investments in both people and systems. A key initiative of this transformation was the launch of the Service Academy, a global training programme designed to enhance the skills and mindset of service personnel. The academy introduced modules on key areas such as customer relationship management, proactive sales, and digital tools like predictive maintenance and energy management.

A standout innovation was the introduction of a certification programme linked to the academy, which rewarded service technicians for advancing their competencies. Although initially met with some resistance, the programme gained traction as certified technicians shared how the training elevated their roles. This approach not only enhanced technical proficiency but instilled pride and positioned the organisation as an employer of choice.

Structural changes further supported this shift, including the appointment of a dedicated Service Business Development Head to spearhead proactive sales efforts and the implementation of tools for “install base harvesting,” which systematically identified customer opportunities. Together, these measures have been instrumental in fostering a proactive, growth-oriented service culture.

What leadership strategies do you find most effective in shifting a traditionally product-focused organisation towards a service-oriented, customer-centric model?

Authenticity and forward-thinking are at the core of my leadership approach. Rather than assigning blame to past practices, I focus on building trust through transparency and promoting a growth mindset. I emphasise coaching, empowering teams to develop their own  solutions rather than imposing directives. Celebrating early successes and demonstrating tangible results from service initiatives are critical to aligning teams with the broader vision and motivate them to contribute actively in achieving our goals.

How do you approach changing employee mindsets to embrace a service-driven culture, especially in teams resistant to change?

The key to driving meaningful change is involving employees in the process, rather than imposing it. I prioritise understanding individual motivations, highlighting the benefits of new approaches, and celebrating the successes of early adopters’ to build momentum. Shifting to a service-oriented mindset requires helping teams view service as a value-creating opportunity, not just an obligation. By emphasising the importance of customer lifecycle management and demonstrating the profitability of exceptional service, employees can better appreciate its direct contribution to business growth and sustainability.

How do you evaluate and ensure you have the right people to support a service-focused transformation, and what key qualities do you look for?

I focus on aligning team members’ career goals with the organisation’s strategic needs. For new hires, I seek a service mindset—a combination of customer empathy and business acumen. This includes an emphasis on understanding long-term customer lifecycle value, aligning service initiatives with broader business objectives, and fostering collaboration. Empathy, cultural sensitivity, and the ability to lead diverse teams are also essential, as service leadership requires balancing high performers with those excelling in operational roles.

What challenges have you faced in aligning different departments towards a unified customer-centric vision, and how have you overcome these?

Achieving stakeholder alignment in a matrix organisation is an ongoing challenge. My approach centres on fostering collaboration, assuming positive intent, and maintaining open communication to manage competing priorities. Regular cross-departmental forums and aligning incentives across sales, service, and operations have been crucial in breaking silos and driving unified efforts towards customer-centricity.

Looking forward, what trends in customer expectations or service innovation are shaping your approach to building a more valuable service offering?

Digitalisation is reshaping the service landscape, with data becoming the backbone of innovation. Customers increasingly expect seamless, proactive solutions that leverage real-time insights to optimise operations. At GEA, we’ve established Digital Operations Centres to harness data, integrating competencies such as data acquisition, advanced analytics, and actionable insights. By connecting machines to the cloud and analysing performance data, we can predict issues, optimise energy consumption, and enhance sustainability – often resolving problems remotely before they impact operations, hereby enabling as a Service business models as well.

Looking ahead to 2030, I anticipate that at least one-third of our business will rely on digital enhancements. Data-driven services will be critical for meeting customer demands for efficiency, reliability, and sustainability. Achieving this will require continued investment in infrastructure, talent, and cross-functional alignment to remain competitive in an evolving market.

If you would like to discuss any of the topics raised in this piece or if you need support with your leadership resourcing strategy, please get in touch with Alex Catana on: alex.catana@beaumontbailey.com.