Certified ScrumMaster (CSM)

I support the development of an industrial automation and communication product in which hardware, firmware, embedded software, system architecture, and testing work closely together. As a coach and technical sparring partner, I support product and project owners as well as development teams in turning product goals into a clear technical delivery structure.

• Technical Vision & Strategy: translated product goals into prioritized requirements, milestones, decisions, and executable work packages for HW-/SW teams.
• HW-/SW Collaboration: structured the interfaces between hardware, firmware, Embedded Linux/RTOS, fieldbus/connectivity, system test, and product management; made risks and dependencies transparent.
• Coaching & Leadership Sparring: clarified roles, responsibilities, prioritization, and decision paths with technical leads and teams and strengthened cross-disciplinary collaboration.

Methods & environment: Polarion, GitHub, requirements engineering, configuration management, PROFINET, embedded systems, agile delivery, coaching, and facilitation.

Sub-project lead in an agile IT environment

Leading a software development team (10 employees)

• Leading a software development team with 10 employees
• Budget responsibility approx. 3 million euros per year
• Conducting employee and job interviews
• Responsibility for resource planning (budget and employees)
• Digitalization of a web interface
• Regular reporting to customers and stakeholders (C-level)
• Product management: developing and implementing product strategies; defining requirements to guide product development
• Structuring product development & continuous testing efficiently to quickly incorporate feedback & compliance points
• Close collaboration with stakeholders & various teams to understand requirements, set priorities, ensure rollout, and increase user-friendliness
• Project experience in an energy industry company, including the functioning of energy markets, the basics of energy generation and distribution, as well as current challenges and developments in the industry
• Project experience in the railway sector - including the structure and operation of railway systems.
• Project experience within the 16.7 Hz traction power sector incl. knowledge of regulatory processes
• Formulating the sub-project charter and the project profile according to the project standard together with the project management
• Controlling service delivery according to the project charter
• Planning and controlling human resources including budget planning for the sub-project
• Ensuring the work capacity of the sub-project participants, e.g. by requesting access rights and documents for the sub-project team
• Planning and control for the respective sub-project (time, scope, budget) including the creation of necessary documents
• Alignment with the business department and Product Owners to plan the sub-project scope and the corresponding implications
• Executing milestone planning according to the agreed process model
• Effort estimation and support of sub-project controlling as well as overall project controlling in forecasting and planning
• Reporting sub-project status (according to status slide template) including progress (according to progress measurement)
• Analyzing, preparing, and addressing action and decision requirements
• Escalating sub-project issues to the project management
• Creating and managing Change Requests (CR)
• Quality assessment of completed task packages from a project management perspective (time, scope, and budget)
• Implementation management of the overarching guidelines and requirements in the sub-project, supported by cross-functional roles on the functional and technical side.
• Identifying, managing, documenting, and communicating opportunities, risks, and dependencies within and across sub-projects
• Supporting project management in creating the overall project plan and overall status reports
• Preparing and managing commissioning including the required documents and protection needs assessment

Scrum Master in an agile IT environment supporting a software development team in the full-stack area (7 people)

• Close collaboration with stakeholders & various teams to understand requirements, set priorities, ensure rollout, and increase user-friendliness
• Implementation of the selected Scrum method, including the required events, meetings, artifacts (product backlog, sprint backlog, burndown charts), metrics, as well as conducting required training in an agile IT environment
• Preparation of Scrum events such as Daily, retrospectives, Review, Sprint planning, estimation, and refinement (agile way of working)
• Moderation of retrospectives and elimination of obstacles to move the team and product forward
• Preparation of action items and retros via whiteboard and Figma
• Application and improvement of agile methods such as Kanban, Scrum, SAFe, or Scrum of Scrums
• Tracking the "Definition of Done" and "Definition of Ready" for all work results of the development team
• Advising on information flow and communication improvements between Product Owner and project team
• Experience with automation, validation such as mandatory field checks, notification functions, creation of filters, boards, and reports via JQL, and setting up cycle time
• Use of Jira & Confluence
• Setting up a progress measurement for project management to transparently map planned vs. actual team capacities and actual efforts for user stories
• Measuring team progress: creating team KPIs: "velocity", "burn-down chart", "throughput", "costs", "quality", "scope"
• Evaluation of agile metrics, process management, and process modeling methods (BPMN, EPC, UML)
• Communication and moderation know-how
• Methodological competence proven in conflict discussions

• Recurring problem in my own AI-supported projects: requirements analysis, use cases, and architecture decisions can be created quickly with AI support, but they remain hard to trace and are scattered across markdown files – knowledge is lost as soon as it is no longer in the context window. arknet turns requirements engineering and architecture knowledge into structured, testable data instead of plain text: requirements, use cases, and architecture decisions as a consistently linked knowledge graph, traceable from the requirement to the architecture decision – queryable for humans and AI agents alike. Built technically on RDF/OWL and its own MCP server.

• Result: MCP daemon running, Docker image automatically published on GHCR, nine hexagonal modules, eleven ADRs (including an open-core license model). Requirements engineering and ubiquitous language hexagon active. Publicly available as a Community Edition under Apache-2.0 since 07/2026 (github.com/kogn-io/arknet), together with the Claude Code plugin and the GHCR image; open-core model.

• Label: Java, Maven, RDF, RDF4J, OWL, SPARQL, Model Context Protocol, Spring AI, Docker, GitHub, Git, Claude Code, Obsidian, DDD, Hexagonal Architecture, ArchUnit, JUnit, AssertJ, interface development, Software Architecture, Continuous Integration, Knowledge Management

• Transformation Consultant, Release Train Engineer and Program Lead – responsible for the new Way of Working in the Open Gateway Program; optimizing the flow of value by ensuring the ART events and artifacts function correctly, including the Open Gateway Release Train Kanban, Inspect & Adapt (I&A) workshop, ART Sync Meetings, and PI Planning to ensure stakeholder alignment;
• Coaching and guiding the Product Owners, Business Owners, Product Management, Program Managers, Leaders, Tribe Architect
• Coaching the OGW Core Team (cross functional) within the OGW Program and developing optimization measures in their transformation process;
• Facilitating and working actively towards the creation of the Definition of Ready (DoR) and the product Definition of Done (DoD);
• Introducing knowledge sharing workshops and grow the agile engineering practices;
• Hold Team lift-off workshops;
• Help the group to become a team by providing system team coaching and multifunctional learning;
• Facilitate, decision making, feedback loops for learning new skills and practices

Tools: JIRA, Confluence, MS Teams, Miro

• Modernization of a large-scale Java enterprise application*

The project is modernizing a complex enterprise application that has grown over many years. The existing Spring-based legacy system runs on Java 8, OSGi, and Eclipse RCP and is being gradually migrated to a modern, maintainable architecture with Java 25 and Quarkus.

Marcus works on analysis, architecture, refactoring, and implementation. One focus is on untangling historically grown structures and dependencies and on building a clean, sustainable Java and Quarkus technology stack.

Tools & technologies: Java 8, Java 25, Quarkus, Hibernate ORM with Panache, EclipseLink, OSGi, Eclipse RCP, Maven, JUnit, Mockito, REST, JSON, Git, Eclipse IDE, IntelliJ IDEA Ultimate, Jira, Confluence

• Senior agile practitioner in a complex, regulated pharmaceutical environment — facilitating Scrum ceremonies across three international teams (~40 people) while supporting delivery governance and agile coaching.
• Time-limited assignment to bridge the gap until the client could fill the role internally
• Facilitated all Scrum ceremonies (Sprint Planning, Daily Stand-up, Review, Retrospective) across multiple international teams; kept sprints predictable and productive
• Coached teams and Product Owners in agile practices within a GxP-regulated environment, pragmatically balancing agile ways of working with QMS compliance requirements
• Tracked and visualized delivery metrics, managed dependencies, and produced status reports for senior stakeholders and Steering Committee
• Stepped up to project leadership of the internal CCMS product initiative: introduced structured processes and transparent tooling into a previously low-governance environment
• Actively contributed to the company-wide Agile Community of Practice, including authoring blog articles on agile topics
• Commended for analytical thinking, reliability under pressure, and the ability to manage multiple workstreams simultaneously

• Project management of a simplification project to reduce effort for an IT transformation project
• Stakeholder management and preparation of decision papers for top management
• Scoping and PI planning across multiple delivery streams
• Planning requirements for the transformation project
• Creating partner and customer journeys for structured end-to-end capture of requirements
• Designing suitable tracking methods for project progress
• Coordination with IT service providers and transformation project committees

• WiNOWiG extensions (digitalization & organization)
• Project management for the WiNOWiG project (regulatory offenses)
• Process optimization and coordination

• Project management for software projects in the brake control unit area with a focus on deadlines, costs, and quality.
• Planning, control, and reporting of project progress, risks, dependencies, and work packages.
• Planning and tracking of work packages using PTC Integrity.
• Organizing and moderating customer meetings as well as coordination with internal departments, external suppliers, and third parties.
• Creating and maintaining project documentation according to Automotive SPICE requirements as well as management reporting.

• Goal/Motivation: PAYONE urgently needs a 360° view of its customers. So far, PAYONE has no overall master data strategy. It is not possible to identify customers across all relevant systems.

The organization is to be enabled to identify customers across all relevant systems. Creating the foundation for master data management at PAYONE

• Challenge: Due to acquisitions, the system landscape is very heterogeneous. The company is very dynamic and burdened with many system harmonization and integration projects, so resource bottlenecks and changes in project priorities are again and again almost impossible to handle.

Due to BaFin findings, the project has a central task and role. The first focus is on migrating all customers from the master-data-leading backend systems with their AML/KYC data to Salesforce. This is intended to resolve one of the largest findings and establish the corresponding ODD/EDD processes.

In addition, customer data must be harmonized in Salesforce. Previous migrations led in some cases to duplicate customer records. In the end, only one customer should be maintained in Salesforce and, with the corresponding information from the backend systems, it should also be possible to recognize which products and in which processing systems the customer uses Payone services.

Project: ONE Customer

Budget: €1.5 million

Team: 10/30 employees (full-time/part-time); 4 vendors/providers

Integration: 8 (subsystems/interfaces)

Applications: Salesforce; SAP S4/HANA; custom developments

Tools: MS Office; Jira, Confluence, SharePoint

Methods: Hands-on; Agile (SAFe); Prince2

• Leading UX for a Property Management System, an all-in-one solution for vacation rental agencies and tourism regions, covering marketing and rental of holiday apartments and houses
• UX audits, conception, and implementation of UX strategy with a focus on regulatory, security, and user-centered requirements
• Advising C-level stakeholders on UX strategy and design best practices
• Planning and conducting research with agencies and property owners
• Design system strategy and definition of UX architecture

Goal:

• Stabilize and realign a central software platform for digital office processes and restore solid product and delivery management.

Tasks & responsibility:

• Took over product and project management during a critical development phase
• Sharpened product vision, target picture, roadmap, and prioritized product capabilities
• Analyzed user needs, processes, system dependencies, and operational pain points
• Reorganized and prioritized backlog, releases, and work packages based on customer value and delivery risk
• Cross-functional leadership of engineering, product owners, scrum masters, architecture, business units, and operations
• Introduced reliable planning, decision-making, reporting, and escalation structures
• Moderated discovery, refinement, planning, and decision workshops
• Managed scope, risks, dependencies, and stakeholder expectations in a complex product environment

Result:

• Sharpened product vision and roadmap, stabilized delivery structures, and sustainably improved management and decision-making capabilities.

• Orchestrate cross-functional delivery across organisational units in the Connectivity domain, aligning teams around integrated end-to-end, customer-testable value rather than isolated component delivery.
• Drive a shift from local component optimisation towards shared outcomes and a common delivery goal, increasing focus and enabling significantly faster integrated delivery.
• Coordinate across 15 cross-functional organisations in a highly complex OEM environment; bring Product, Engineering, Programme Management and specialist functions together to resolve dependencies and improve decision-making.
• Coach Product Managers, Product Owners and stakeholders on product responsibility, prioritisation, outcome orientation and aligned backlogs.
• Use Claude through an AWS Bedrock integration to analyse Jira and Confluence content, identify patterns, dependencies and quality gaps, and support structured product and delivery decisions.
• Establish AI-native requirements excellence with LLM-supported quality gates for epics, features, stories, acceptance criteria, roadmaps and task breakdowns; scale adoption through templates and prompt playbooks.

• Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
• Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print mailing "PAYBACK points overview"
• Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
• Documentation of tasks and processes as well as onboarding of the future role holder