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Removing friction and adding a new revenue stream through digital product concepts
Transforming claims processing and creating new revenue streams through strategic product development
Client
12 Weeks
Project Duration
2 Product Concepts
Deliverables
Development-Ready
Status
BIKELEASING.DE
About the Client
BIKELEASING.DE is one of Germany's leading bicycle leasing providers, enabling companies to offer their employees high-quality bikes through tax-advantaged salary conversion schemes. With a network of over 5,000 partner bike retailers and serving thousands of corporate clients across Germany, they've become a key player in the growing corporate mobility sector.
Industry Context
The bike leasing market in Germany has experienced explosive growth, driven by environmental consciousness, health trends, and government incentives. As the market matures, operational efficiency and customer experience have become critical differentiators.
Why This Project Matters
As BIKELEASING.DE scales to meet growing demand, their legacy systems and processes were becoming bottlenecks. The company recognized that digital transformation wasn't just about efficiency—it was about maintaining their competitive edge and unlocking new business models. They needed a partner who could bridge the gap between operational realities and digital possibilities.
Project Scope
DevelopX GmbH engaged me as Business Lead to conceptualize digital solutions that would modernize their claims processing while exploring new revenue opportunities at the critical contract-end phase.
The Challenge
BIKELEASING.DE was struggling with two critical operational issues that demanded digital solutions:
Claims Processing Inefficiency
The claims team was forced to use Microsoft Dynamics CRM for damage cases—a system never designed for this purpose. Simple tasks required multiple manual workarounds, document renaming was tedious, and requesting customer information involved complex multi-step processes.
Lost Revenue at Contract End
When leasing contracts ended, customers often found the bicycle's residual purchase value too high. With no alternatives available, most customers simply returned their bikes, resulting in lost revenue opportunities and ended customer relationships.
Key Pain Points
My Approach
As Business Lead, I structured the project into focused workstreams to tackle both challenges systematically.
Weeks 1 – 2
Discovery & Analysis
The first two weeks focused on understanding the real workflow challenges. I conducted structured workshops with the claims team to document their existing processes in BPMN notation.
We identified specific pain points where Microsoft Dynamics CRM forced unnecessary manual steps. The visual process maps revealed clear patterns: repetitive data entry, complex document handling, and broken communication flows.
This analysis phase provided the quantitative baseline we needed—average processing times, error rates, and volume metrics that would later justify our design decisions.
Weeks 3 – 8
Solution Design
Armed with data, I designed two distinct solutions. For the claims tool, I created a streamlined workflow that consolidated manual steps into a clean process that eliminated redundant steps and was fueled by automation workflows.
Using Miro AI, I rapidly prototyped different interface concepts, testing each with stakeholders until we found the optimal balance between functionality and simplicity.
In parallel, I developed the follow-up leasing concept based on customer data analysis. The insight was straightforward: customers wanted to keep their bikes but needed more flexible financial options.
This led to a three-tier product structure that could integrate seamlessly with existing systems while opening new revenue streams.
Weeks 9 – 12
Development Preparation
The final phase translated concepts into actionable deliverables. I documented over 100 epics with clear acceptance criteria, technical requirements, and edge cases. Each epic was prioritized based on business value and technical dependencies, creating a logical development sequence.
The UAT planning went beyond basic test scripts—I designed realistic scenarios based on actual claims data, ensuring we'd catch issues before production.
The comprehensive handover package included API specifications, data migration requirements, and integration points with Microsoft Dynamics. This preparation work eliminated ambiguity and set the development team up for efficient execution.
Solution 1
Backoffice Tool
A purpose-built claims management system replacing cumbersome CRM workarounds.
Core Features
Expected Impact
Solution 2
Follow-up Leasing
An innovative product offering that converts contract-end dropouts into recurring revenue.
Core Features
Expected Impact
Deliverables
Process documentation (as-is and to-be states)
Interactive prototypes for both solutions
Product backlogs with prioritized Epics
UAT test plans and scenarios
Technical integration specifications
Development roadmap for 6 months
My Role & Impact
Business Lead for Digital Product Development
Position
12 cross-functional stakeholders
Team
June - September 2025
Timeframe
Key Responsibilities
Strategic Leadership
Defined product vision aligned with business goals
Stakeholder Management
Coordinated between operations, IT, and management
Workshop Facilitation
Led 10+ discovery and design sessions
Requirements Engineering
Translated business needs into technical specs
Quality Planning
Developed and guided comprehensive UAT strategy
Knowledge Transfer
Prepared development team for smooth handover
Methods & Tools
Let's discuss your digital transformation
I help established companies unlock growth through strategic product development and process digitalization. Whether you're dealing with legacy system limitations or seeking new revenue opportunities, I bring proven methodologies that deliver measurable results.
Contact
hi@ventrual.comBerlin, Germany
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