Diagnose
A fixed-scope Service and Aftermarket Performance Diagnostic. In a few weeks we find where value is leaking and quantify the opportunity.
Industrial Service & Aftermarket · Performance
Turn your underperforming service and aftermarket business into a profitable growth engine.
Operator-led performance improvement for industrial equipment and service companies. We have run these operations, turned them around, and grown them. We do the same for you.
Industrial and energy organizations we have worked with
Atlas Copco
Lone Star Analysis
NOV
Pipeline Products & Project Services
Spill Energy Services
The money you are leaving inside
Industrial companies leave value inside their service and aftermarket operations
Installed base data sits unused, pricing is set by gut feel, service businesses run below their potential, and newly acquired or restructured units do not execute. The plan usually exists. The operator who can make it perform does not.
Installed base sitting idle
Decades of equipment in the field, and no visibility into the recurring aftermarket revenue inside it.
Pricing set by gut feel
Quotes built on experience rather than data, leaving margin on the table or winning work below cost.
Service sold through a reactive channel
A service P&L below potential, or a dealer and partner network that fulfils demand instead of proactively growing service revenue.
How we work
We fix the commercial and service engine, as operators
We have run these operations across compressors, valves, castings and actuators, on three continents. We fix the engine from the inside and hand it back performing, then embed the change so the gains hold.
Fix the engine
We rebuild the commercial and service engine as operators, from installed base and pricing to the service operating model, and prove it where it counts.
Embed it
Heather Camp Lopes embeds the change through capability transfer and learning design, so performance holds after we leave.
Who you work with
An operator who has run these businesses, not an adviser who studied them
Vaz Lopes Group is a two-founder firm. Sergio Vaz Lopes brings 15 years running commercial and service operations inside industrial equipment companies, including seven years at Atlas Copco and global roles at Emerson and Greenbrier. He walks into a service or aftermarket operation that is underperforming, stalled, or newly changed, and makes it perform.
His cofounder Heather Camp Lopes leads People and Capability, the discipline that turns a fixed operating model into lasting performance.
The numbers below are Sergio's operator track record from his roles at named industrial employers, before founding VLG. They are the pattern behind the method, not claims made on a client's behalf.
Loss → profit
rebuilt a Nigeria service business, revenue up 35% then 40%, leading a team of 100+
Atlas Copco, Nigeria
30 years
of installed base digitized and turned into a recurring aftermarket revenue engine
Emerson
+15 pts
gross margin, with bookings up 58%, on a pricing model built from 30 years of production data
Steel foundry, Greenbrier
$250M
global service business run at 27% then 24% growth
Atlas Copco
Case study · VLG client work
Atlas Copco Power Technique transformation
Atlas Copco needed to turn its Power Technique function into a strategic business enabler across a decentralized global organization. We installed the operating system and built a global competence program of six modules and roughly 25 courses, deployed across Atlas Copco worldwide, delivered by Sergio and Heather Camp Lopes.
It is our largest engagement to date and our proof of the capability and embedding half of how we work.
What we built
- A practical operating system for a global function
- A global competence program, six modules and roughly 25 courses
- Deployed across Atlas Copco's global organization
- Delivered by both founders, Sergio and Heather Camp Lopes
Who we work with
Built for the leaders who own a service or aftermarket P&L
Service and aftermarket leaders
Convert an underperforming installed base into a recurring revenue engine, with pricing and service models that hold.
General managers and divisional presidents
Turn a stalled or newly changed service P&L back into a profitable growth engine.
Operations leaders
Rebuild the commercial and service engine as operators who have run one, not from a slide deck.
Newly acquired or restructured units
Make the plan actually execute when an acquisition or restructuring has changed the ground under the business.
Is your service or aftermarket business underperforming, stalled, or newly changed?
Book a 30-minute service performance conversation. We will tell you honestly where value is leaking and whether we are the right firm to recover it.
Book a 30-minute service performance conversation