Antonia started seven years ago as a part-time customer advisor and soon moved into a full-time position. She went on to become an expert in customer advisory and, since 2024, has been serving as an Operations Management expert—the bridge between our Customer Advisory and Product Management teams for the Hotels comparison product in Münster.
I joined CHECK24 in a part-time role because it was meant to be a stopgap until my U.S. visa extension arrived. You could say I liked the job and the team so much that I dropped my plans for the U.S. Instead, I switched to a full-time position and, over the years, worked my way up to become an expert in customer advisory. After two successful years at CHECK24, I was offered the role of deputy team lead, which I gladly accepted. I quickly realized, however, that I preferred to focus on optimizing and documenting our processes. To really push that forward, I would have had to neglect the team lead responsibilities, so I consciously chose the specialist track.
The exact requirements for the expert role weren’t defined at the beginning, because unlike in IT, the specialist track in Customer Advisory hadn’t been established at that time. That made it all the more exciting for me. Not only was the new role a great challenge, but I also enjoyed helping to shape it. Primarily, I serve as the go-to person for colleagues on complex or exceptional cases and procedural questions. I’m also heavily involved in process optimization and in building out our internal wiki.
Even in Customer Advisory, as an expert I optimized processes and developed ideas for our back office. In Operations Management I’m taking it a step further by implementing these ideas directly with our IT teams. I also find the close collaboration with other product managers particularly exciting—bringing the perspective of Customer Advisory, their challenges, and customer feedback directly into product development.
Because there are so many ways to build a career. Besides a leadership or specialist track, you can also develop into other areas via Customer Advisory—just as I did by moving into Operations Management. But our culture is our biggest asset. We interact casually, have fantastic team cohesion, and always help each other. New ideas are expressly encouraged so we can keep improving our product. You really have the opportunity to optimize processes and make the way we work even more efficient.
Antonia, Operations Management Expert
We regularly encounter cases we’ve never seen before and for which there isn’t a predefined process. So it’s never boring. In these situations, it’s about understanding the overall picture, gathering information, developing possible solutions, aligning them with the management team, and then informing customers as quickly as possible. For example, I led a project supporting customers who were affected by a provider’s insolvency. It was a huge challenge but incredibly fascinating, and I learned a lot.
My team is truly great. We all have different strengths and complement each other perfectly. Sometimes we debate a topic intensely, but that’s exactly what moves us forward. In the end, we arrive at a solution or consensus together that none of us would likely have reached alone. This collaboration is not only fun—it also means we can make a real impact in Operations Management.
Definitely all the amazing team events we’ve had, whether with my immediate team or the entire Hotels product team. It’s not uncommon for us to spend time together outside of work—and purely because we want to. That sense of togetherness makes both my team and the whole Hotels team special and makes the work twice as enjoyable. My absolute highlight was our ski trip together, and we’re already planning the next one for next year.