Certified Scrum Professional (CSP)

• 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.

I implemented a Zero-Trust architecture for robust, military-grade maritime container mini data centers based on VMware & Tanzu to support containerized GIS workloads for ground forces. The main focus was on securing communications, workload protection, and data access in contested electronic battle environments affected by jamming, interception, signal manipulation, and constantly changing operational conditions. I designed and architected use cases so that every element of workload, identity, and system could continue to operate independently and securely even in degraded or disrupted scenarios. In parallel, I defined the enterprise and solution security architecture with LeanIX, Bizzdesign, and HOPEX as enterprise architecture, repository, and governance platforms to maintain architecture inventory, relationships, traceability, target pictures, and security governance in complex environments. For the architectural designs, I used Sparx Enterprise Architect to describe formal architecture views, interfaces, trust boundaries, and system architecture in both IT and OT environments. IriusRisk was used for threat modeling of the solution to identify architecture-driven risks, derive security requirements, and detect countermeasures and design gaps directly from the solution models. Risk and compliance management was supported with Archer. Architecture decisions, control gaps, and operational risks were translated into controlled governance and auditable compliance measures. For documentation, collaboration, and visual design, I used Confluence to maintain Architecture Decision Records, Security Blueprints, and workflows. I used Lucidchart and draw.io to create design artifacts tailored to stakeholders. I also defined OT security concepts with support from electrical and mechanical engineers in the areas of oil, vehicle onboard systems, rail, power plants, pharma, gas turbines, and nuclear technology. I created the end-to-end OT security strategy, starting with global policy, developed into standards and procedures, and finally aligned with Bell-LaPadula, Purdue Model, SABSA, TOGAF ADM, CENELEC 50701, IEC 62443, and NIST standards. In addition, I worked with engineering team leads to identify critical KBP assets and place them under protective measures that segmented SCADA, PLC, and HMI assets. I drove collaboration between Security, IT, and OT teams to create standardized workflows and use cases for the OT security solution catalog, while integrating Defense-in-Depth and Zero-Trust principles into operational environments. A key part of my work was integrating multidisciplinary engineering, security, and operations stakeholders into a unified security blueprinting strategy and ensuring that architecture, threat modeling, governance, and documentation were technically strong and operationally practical.

• Conducting workshops and training sessions to actively support the newly started tribe (including Big Rooms)
• Supporting as a shared Agile Master to guide two product teams
• Teaching agile theory, practices and values to deepen agile understanding
• Coaching and mentoring internal Agile Masters in role development, ways of working and tools such as Jira and Confluence
• Initiating organizational improvements within the tribe to optimize processes and structures
• Participating in knowledge sharing and transfer within the cross-organizational agile community

• Did not take on any project assignments during this period
• Conducting coaching sessions, workshops, trainings and facilitation assignments

• Drive enterprise AI transformation through alignment of data platforms, AI capabilities, and governance
• Implement scalable Data Mesh architecture to decentralize data ownership and accelerate AI use case development
• Strengthen AI maturity via structural alignment, clarified decision rights, and transparency models
• Coach leaders, product teams, and engineers in AI-enabled decision-making and data-driven product thinking
• Establish governance models for trustworthy AI and measurable business value
• Design flow-based systems (Kanban / Flight Levels) to sustain AI enablement and ensure measurable business integration at scale
• Integrate KPI frameworks, Jira architectures, and BI reporting to enable evidence-based steering of AI initiatives

• 67% reduction of release times (from 1.5 to 0.5 years)
• Introduction or optimization of agile ways; 97% fewer bugs (800 → 20 per release)
• Transformation of existing structures; 260+ people in agile transformations
• Flexibility & adaptability
• Support for leaders in dealing with agile teams and their role; multi-million projects under budget and timeframe
• Stepwise scaling of project and product organizations; international scaling: 26 countries, 6 brands
• Transformation of corporate areas to systems that work sustainably without consultants
• Taking responsibility in concrete agile roles (Scrum Master, Product Owner etc.)
• Coaching of role holders
• Agile workshops & hands-on trainings
• Moderation of retrospectives, refinements, plannings and workshops

• Backlog management and prioritization in an agile environment to ensure business and technical requirements
• Development of technical business processes in BPMN and their implementation in Softproject X4 BPMS
• Creation of process-oriented interfaces and system-near interfaces based on XML
• Independent development of solution concepts as part of agile product development
• Version control and code maintenance with Git
• Use of Azure DevOps for task coordination, documentation, and release support
• Support for the continuous improvement of team-internal development and integration processes

• Took over the project in crisis with about 1.5 years delay when joining in June 2024
• Clarified the contract situation, planning and construction history, and scope details
• Relieved the internal project management and improved team morale
• Calmed all stakeholders at all levels
• Clarified a change request with the executive board and supervisory board
• Systematized problem-solving areas and built a new schedule
• Led all subproject teams and clarified open issues with the district government
• Secured approval for early construction start (§8a) in November 2024 and initiated the start of construction
• Clarified safety-relevant aspects of the construction process
• Supervised foundation work (pile driving) and expert monitoring
• Facilitated and coordinated weekly construction meetings and subproject meetings
• Fended off claim initiatives
• Reported to the executive board and plant management
• Handed over the project to the internal project management in an orderly manner in February 2025

• Acted as product owner for an international customer portal for consolidated analysis of technical device data; defined vision, target state, and implementation strategy.

• Established a structured product backlog and introduced clear user stories; shortened development cycles and quintupled project progress within a few months.

• Achieved a significant boost in delivery performance by professionalizing requirements management and implementing lean workflows; reduced coordination effort by 25%.

• Served as technical single point of contact (SPOC) for the development team; closely orchestrated external stakeholders to optimize alignment between business requirements and technical implementation.

• Advanced and sharpened agile methodology to increase team efficiency; implemented KPI-based reporting with early warning indicators for proactive risk management.

• Scrum Master & Agile Coach in agile product development
• Training, consulting, and coaching for project and product teams on Scrum and Kanban as well as agile values and principles
• Implementation of Scrum and other agile methods
• Development of an agile mindset at the organizational level
• Advising on setting up cross-functional teams

• RTE/Agile Coach for the SAFe 6 (Scaled Agile Framework) rollout
• Building and establishing a LACE (Lean-Agile Center of Excellence) for several ARTs
• Using the tools: Azure DevOps with SCALE, Loop, MS Whiteboard
• Building the ART with 7 teams
• Training Product Owners, e.g. through SAFe POPM training and LearnSnacks
• Running the initial PI Planning as a Kickoff Planning Event
• Introducing a demand process

• Leading 8 content teams and coordinating the tech teams
• Ensuring quality requirements of the apps for BMW & MINI worldwide (customer rating 4.5/5)
• 25% more effective content delivery
• Improved internal workflows
• UX product improvements for 10% more reach and 5% more app users in 3 months

• Create a product and service portfolio delivering a 360 degree approach to digital corporate sustainability covering KPI management, CSRD reporting and sustainable strategy
• Create vision and business case
• Onboard and align business partners, negotiate contracts
• Set up partner network as self-organized agile team
• Co-develop product and service portfolio
• Coordinate sales and marketing, go-to-market strategy and roadmap

• Team coach for the “Mobile Platform” team
• Team coach for the “Wild Tangent” team
• Establishment of a continuous improvement process
• Product Owner consulting and support
• Training sessions, workshops and seminars on agile practices and principles