Our Customers and their Stories

Si2’s clients reflect the deep expertise of our senior partners. They are typically industrial companies from 25M to 2Bn in revenues. They include component manufacturers, engineering systems providers, equipment and instrumentation suppliers as well as third-party service providers. Our work also extends across a very diverse range of sectors including Automotive, Electronic, Genaral Fabrication, Beverage Packaging, Medical, HVAC Defence and FINTECH.

We collaborate with leading universities across Europe to bring real-world insights into Bachelor’s and Master’s programs. Our contributions focus on servitization, through-life engineering services, and service design.

Si2 is a founding member of the UK’s Though-Life Engineering Services (TES) council, an industrial lobby group promoting service concepts within High Value, long life asset and equipment manufacturers.

In our target markets, services, including after-sales services,  serve as a strategic anchor. For companies across a range of industries, services help maximize customer loyalty and retention, generate additional revenue and profit from the installed base, and defend against lower-cost competitors.

Today, however, technology is reshaping this landscape. It is fragmenting demand, transforming operations and customer engagement, and enabling entirely new types of offerings. The line between products and services is blurring, and digitization is rapidly accelerating the shift toward servitization.

Components & Product Manufacturers

Product manufacturers are increasingly looking to services to drive growth and improve their bottom line
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Equipment & Engineering Systems

For many engineering companies services is now the key critical success factor in increasingly competitive markets
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Industrial & Technical Services

Pure-play service providers focusing on infrastructure, energy or transport must find new ways to deliver on improving outcomes for customers
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Customer Stories
Case Study-equipment

From Reactive to Proactive: How Georg Sahm GmbH & Co. KG Transformed Service into a Strategic Growth Engine with Si2 Group

At the SLN Summit in February 2026, Martina Krengel of Georg Sahm reflected:
“What makes me most proud is not only the contracts we have signed, but the change in mindset within SAHM. Service today has a completely different standing in our company. There is acceptance, transparency and measurable performance. The key was ownership. Si2 supported us at exactly the right moments — especially in contract design and service sales development — but the responsibility stayed with us. That combination made the difference.”

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9 April 2026

Service in Industry

Deep Dive into the industrial service business.

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Service Innovation for value-driven opportunities:

Facilitated by Professor Mairi McIntyre from the University of Warwick, the workshop explored service innovation processes that help us understand what makes our customers successful.

In particular, the Customer Value Iceberg principle goes beyond the typical Total Cost of Ownership view of the equipment world and explores how that equipment impacts the success of the business. It forces us to consider not only direct costs associated with usage of the equipment such but also indirect costs such as working capital and risks.

As an example, we looked at how MAN Truck UK used this method to develop services that went beyond the prevailing repairs, parts and maintenance to methods (through telematics and clever analytics) to monitor and improve the performance and  fuel consumption of their trucks. This approach helped grow their business by an order of magnitude over a number of years.

Mining Service Management Data to improve performance

We then took a deep dive into how Endress + Hauser have developed applications that can mine Service Management data to improve service performance:  

Thomas Fricke (Service Manager) and Enrico De Stasio (Head of Corporate Quality & Lean) facilitated a 3 hour discussion on their journey from idea to a real working application integrated into their Service processes. These were the key learning points that emerged:

Leadership

In 2018 the Senior leadership concluded that to stay competitive they needed to do far more to consolidate their global service data into a “data lake’ that could be used to improve their own service processes and bring more value to customers. As a company they had already seen the value of organising data as over the past 20 years for every new system they already had a “digital twin” which held electronically all the data for that system in an organised fashion. Initially, it was basic Bill of Material data, but has since grown in sophistication. So a good start but they needed to go further, and the leadership team committed resources to do this.

  • The first try: The project initially focused on collecting and organising data from its global service operations into a data lake.  This first phase required the development of infrastructure, processes and applications that could analyse service report data and turn it into actionable intelligence. The initial goal was to make internal processes more efficient, and so improve the customer experience. E+H looked for patterns in the reports of service engineers that could:
    • Be used to improve the performance of Service through processes and individuals
    • Be used by other groups such as engineering to improve and enhance product quality.
  • Outcome: Eventhough progress was made in many areas, nevertheless, even using advanced statistical methods, they could not extract or deliver the value they had hoped   for from the data. They needed to look at something different.
  • Leveraging AI technologies: The Endress+Hauser team knew they needed to look for patterns in large data sets. They had the knowledge that self-learning technologies that are frequently termed as AI, could potentially help solve this problem. They teamed up with a local university and created a project to develop a ‘Proof of Concept’. This helped the project gain traction as the potential of the application they had created started to emerge. It was not an easy journey and required “courage to trust the outcomes, see them fail and then learn from the process”. However after about 18 months they were able to integrate the application into their normal working processes where every day they scan the service reports from around the world in different languages to identify common patterns in product problems, or anomalies in the local service team activities. This information is fed back to the appropriate service teams for action. The application also acts as a central hub where anyone in the organisation can access and interrogate service report data to improve performance and develop new value propositions.
  • Improvement:  The project does not stop there. It is now embedded in the service operations and used as a basic tool for continuous improvement. In effect, this has shifted the whole organization to be more aware of the value of their data.

Utilizing AI in B2B services

Regarding AI, our task was to uncover some of the myths and benefits for service businesses and the first task was to agree on what we really mean by AI among the participants. It took time, but we discovered that there are really two interpretations which makes the term rather confusing. The first is a generic term used by visionaries and AI professionals to describe a world of intelligent machines and applications. Important at a social & macroeconomic level, but perhaps not so useful for business operations -at least at a practical level. The second is an umbrella term for a group of technologies that are good at finding patterns in large data sets (machine learning, neural networks, big data, computer vision), that can interface with human beings (Natural Language Processing) and that mimic human intelligence through being based on self-learning algorithms. Understanding this second definition and how these technologies can be used to overcome real business challenges is where the immediate value of AI sits for today’s businesses. It was also clear that the implication of integrating these technologies into business processes will require leaders to look at the change management challenges for their teams and customers.

To understand options for moving ahead at a practical level we first looked briefly at Husky through an interview with CIO Jean-Christophe Wiltz to CIOnet where we learned that i) real business needs should tailored drive technology implementation, and ii) that before getting to AI technologies, there is a need to build the appropriate infrastructure in terms of database and data collection, and, most importantly, the need to be prepared to continually adapt this infrastructure as the business needs change.