Daniel Horn

Berufliche Auszeit & Hausrenovierung

• Built and led the Frankfurt service hub from launch. Established workflows, hired and developed an 8-person team across sales and service during COVID supply chain disruptions and parts shortages • Maintained service quality and positive customer feedback despite resource constraints and parts shortages • Opened second location and brought it online quickly, managing operations across both sites with a lean team • Kept the team together and operations running through major company restructuring

• Launched operations with a core team, growing from 0 to 1,000 vehicles through controlled, sustainable expansion • Expanded into Mainz & Wiesbaden, establishing Tier as early mover in mid-sized cities, proving the model could scale beyond major metros • Managed relationships with city representatives, press, competitors, and partnering companies during micromobility's emerging phase • Shaped early regulatory discussions & helped define how shared scooters could work within existing urban frameworks

• Led regional integration following Foodora-Takeaway merger across 11 cities and 1,000+ riders • Aligned previously separate systems, processes, and teams to maintain service quality and rider stability during company transition

• Led operations across 12 cities with full P&L responsibility and a 1,000+ rider network during a continued growth phase • Reduced delivery costs by redesigning order and delivery zones, improving efficiency without adding headcount • Lowered rider turnover by 20% through improved onboarding and training built on work from previous role • Built a regional management structure capable of sustaining growth and prepared the region for upcoming Takeaway merger by aligning teams, systems, and standards

• Created this role to focus on rider engagement and trust-building, filling gaps left by central company initiatives so far. • Introduced new communication channels, regular team events and involved riders in equipment testing to rebuild trust eroded by cost pressure. • Overhauled the onboarding process and cut rider turnover by 60% in underperforming markets by addressing root causes • Launched five new cities, growing the regional fleet by 110% while maintaining rider quality through scalable processes

• Led 200-person operations with full P&L responsibility during rapid growth phase, scaling the team by 150% while maintaining service quality • Expanded operations into Offenbach and Mannheim, managing launch and integration of new markets • Converted remaining freelance riders to full employment, improving legal compliance and operational stability • Cut KPI noise to focus on what actually mattered, speeding up decisions as operations grew

• Managed daily operations for 20+ riders and supported 100+ restaurant partners. • Led hardware upgrade project that significantly reduced network downtime for individual vendors