Professional Agile Leadership I (PAL I)
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Meet FRATCH Professional Agile Leadership I (PAL I) in Germany
Felipe Drummond
Last position:
Senior PMO Expert at RWE Technology International
Project scope: Supported the establishment, scaling and continuous improvement of project management and support processes by modernizing governance, processes, documentation, deliverables tracking, training content and tool-supported ways of working across a complex energy project environment.
Key contributions
- Supported the build-up and maturation of the PMO department, including governance structures, operational frameworks, project management processes, templates and deliverables tracking mechanisms.
- Conducted As-Is analysis of existing processes and their documentation, including process inventory, interface mapping, problem identification and creation of visualizations and white papers to improve shared understanding.
- Reviewed and improved project management documentation, templates and work instructions, including support for a project document master list to strengthen standardization and control.
- Designed and supported rollout of a lessons learned process and related system/application, including pilot preparation, coordination and implementation support.
- Mapped and supported implementation of a new resource management process connected to the rollout of a resource planning tool.
- Led and supported adoption of agile ways of working and Atlassian tools, including Jira and Confluence team boards, plans/roadmaps, dashboards, sprint planning and retrospectives.
- Acted as key user for continuous usage improvements in PMO tools and collaboration practices.
- Developed training curricula, instructional videos, supporting materials and PMO Open Doors sessions to improve capability transfer and provide a recurring forum for updates and information sharing.
- Developed a skills matrix concept and supported rollout as a basis for structured capability management and training demand analysis.
- Supported preparation of department offsites, implementation of a new Integrated Management System (IMS), creation of a SharePoint-based PMO website and department integration after restructuring.
Results / business impact
- Improved project management & PMO structure, processes and their documentation
- Enhanced transparency and standardization across processes, documentation, governance routines and project deliverables tracking.
- Enhanced information flow and knowledge transfer through SharePoint-based communication, PMO forums, training curricula and instructional videos.
- Strengthened lessons learned, resource planning, agile collaboration, capability management and post-restructure department integration.
Emilian Naydenov
Last position:
Agile Coach / Scrum Master at Misumi Europe GmbH
- B2B e-commerce platform with self-service portal; support for existing systems and development of a new website (go-live 2025) with a focus on UX/UI, performance, and seamless data flow for tens of thousands of users
- Introduction of efficient Scrum ceremonies, standardized estimation methods, and Definition of Ready/Done
- Coaching of teams and Product Owners, promoting self-organization and continuous process optimization
- Structuring and administration of the Jira infrastructure at team and organization level
- Coordination with stakeholders, implementation of the rollout roadmap, and removal of blockers
- Building a feedback culture and optimizing meeting structures
- Results: +75% PI accuracy, doubling of team velocity
Mariet Ayoade
Last position:
IT Project Manager at HealthHero
- Took over end-to-end management of the digital health platform HealthConnect, including a hybrid CRM portal and mobile applications (iOS and Android), and led a multi-stage transformation program from initiation through handover.
- Led a cross-functional team of 14 specialists in development, QA, UX/UI, and DevOps by facilitating planning sessions, coordinating priorities, tracking progress, and ensuring the timely delivery of key milestones.
- Managed project scope, timelines, risks, resources, and stakeholder expectations through structured project governance, successfully reviewing five change requests, with three approved and implemented.
- Coordinated the delivery of 10 core platform features, including real-time dashboards, push notifications, wearable integration, offline synchronization, and the migration of more than 310,000 legacy CRM records to support business growth and operational efficiency.
- Led stakeholder and steering committee engagement through regular project reporting, risk escalation, and the successful resolution of five of seven key project risks while maintaining delivery momentum and business alignment.
Janko Böhm
Last position:
RTE, Agile Coach at Haufe Group SE
Transformation of the program organization from six subprojects into a scaled agile setup as RTE to stabilize the go-live date
Organizational development by building virtual, agile, cross-functional teams and establishing metrics and performance indicators
Coaching agile development and rollout principles for an SAP migration
Training internal staff for new roles and toughening up effort estimates towards the steering board
Switching to agile governance and reporting structures with a focus on end-to-end business processes
Establishing the product owner role and promoting agile principles in the SAP development team
Reduced delivery times through domain-based scoping and smaller cycle times
More reliable delivery forecasts and increased delivery rates
Earlier and more frequent feedback from business units, increased trust, and cost savings by eliminating duplicate structures
Marcus Niebudek
Last position:
Founder and Managing Director at DR. NIEBUDEK CONSULTING GmbH
- Business consulting, interim management, and coaching
- Independent acquisition and delivery of consulting projects in the areas of strategy & innovation, processes, organization, and business transformation
Irina Schreck
Last position:
HR Business Partner Corporate at Yum! Brands (KFC)
Joined after an HR transformation (43% of staff were laid off) — built the new function from the ground up.
- Filled and fully onboarded 8 managers (from €85,000 p.a.) within 4 months
- Built recruiting pipelines, onboarding structures, and HR processes after the transformation
- End-to-end responsibility: job profiles · selection · contract negotiation · onboarding
- Managed all entry and exit processes as well as performance management
Moritz Knüppel
Last position:
Scrum Master, Agile Coach at Name on request
The managing director stepped back from day-to-day operations because he founded another company during Corona, which left the team without leadership for around 3 years.
My task was to train a new Product Owner, shape a coherent team from the developers and the Product Owner, and coach this newly formed team into a state where self-organized value delivery for the customer was possible again.
Due to the political situation in the US, the revenue of my client’s main customer dropped, which made a change in the business model necessary for my client. I was allowed to support the transition from a service provider to an AI-first company with a broad customer base in a strategic advisory role, hire staff, and facilitate several C-level negotiations between my client and its new customer.
TASKS
- Train the team and management in Scrum and agile working
- Coach a junior Product Owner to PSPO II level
- Mediate conflicts as part of change processes
- C-level consulting and negotiation facilitation
- Develop and evaluate business models
- Lead the hiring process for 4 new employees
ACHIEVEMENTS
- Successfully coached the Product Owner to PSPO II level
- Formed a coherent Scrum team from a team without leadership
- Restored self-organized value delivery for the customer
- Successfully transformed to AI-native development (Claude)
- Successfully changed the client’s business model
TOOLS & METHODS
- Team building
- NVC according to Rosenberg
- Conflict management
- Workshop facilitation
- Negotiation facilitation
- Leadership coaching
- Personio hiring
Erjola Jürgens
Last position:
Technical Founder & AI Product Builder at LolaNext
- Build an AI product end-to-end, hands-on across the full delivery cycle so I stay current on how software teams actually work: modern development, CI/CD, and shipping to production.
Kerstin Strasser
Last position:
Project management at IT service provider in the SAP area for energy companies
- Project management for the SAP release upgrade of a large multi-client environment (IT service provider in the SAP area for energy companies)
- Setting up a release process for future operational workflows
- Cutover planning
- Building a test management process with the involved clients
Florian Steiner
Last position:
Training at HPI
Senior AI expert
Tony Stubenrauch
Last position:
Interim Digital Excellence Manager at AstraZeneca
- Digital & Omnichannel Lead: advising various brand teams on digital marketing strategies
- Product Owner for several indication areas to further develop an HCP web portal and multiple patient websites
- Development, management, execution, and optimization of (automated) personalized omnichannel campaigns along the customer journey and funnel
- Project management and leadership
- Monitoring & reporting of the respective measures
- Design, moderation, and facilitation of workshops (brand planning, digital strategy, team workshops, including brand, tech, medical, sales, legal)
- Management of external service providers and agencies
- Close collaboration in a cross-functional team with medical, brand, and sales teams, including field sales
Rolf Wendolsky
Last position:
Agile Consultant at Lead.ai
- Introduced Agile-CCPM in an IT project agency focused on PHP-based content management systems.
- Prepared and conducted workshops to establish an agency-wide multiproject management system.
- Coordinated and supported agency partners.
- Coached the methodological framework.
- Collected, analyzed, and used organizational metrics to plan the next steps.
- Environment: OKR, CCPM, agile coaching, agile planning, agile metrics, workshopping, facilitation, change management, JIRA, Zoom, Slack, Miro.
Alexander Naumann
Last position:
Transition Manager at Volkswagen AG
- Preparation, moderation and follow-up of project regular meetings and planning days
- Documentation and tracking of planning and iteration goals, risks and decisions
- Prequalification of issues and requirements
- Creation and updating of stream-specific master plans
- Setup, configuration and maintenance of project documentation in Confluence and SharePoint
- Maintenance, analysis and preparation of quantitative and qualitative project progress in Jira and Confluence dashboards
- Creation of a Requirements Traceability Matrix (RTM)
- Preparation of recommendations for action and weekly project status reports for management and committees
- Design of future-proof project structures in the context of concurrent SAFe transformation
Marijn Scholtens
Last position:
Senior Software Engineer at Puls Security GmbH
Optimizing and acceleration of our Gitlab CI pipeline
Conceptual work for the PoC of the Zero Trust system
Extension of the policy-engine backend in Go
Extension of the policy-testing mechanism in Python
Architectural design of the PEP component of Zero Trust
Documentation of the product
Technologies: Zero Trust, Go, Python, Gitlab CI, Docker, JWT, Domain-Driven Design
Markus Grötzsch
Last position:
Product Owner at BG prevent
Service Owner / Product Owner for two business-critical applications in the field of occupational health and corporate health management. Responsible for end-to-end service stability as well as driving product evolution in close collaboration with internal stakeholders and external software vendors.
Combined operational service responsibility (incident, problem, and change management) with product ownership, including backlog management, prioritization, and roadmap planning. Established structured governance, regular service and product meetings, and transparent reporting mechanisms at management level.
Successfully stabilized a previously unstable service, reduced incidents and service requests, and enabled a more predictable and value-driven product development through structured planning and effective vendor management.
Discover over 15,000 top freelancers
Professional Agile Leadership I (PAL I) statistics
Aggregated from the professional profiles of matched freelancers.
Experience
18 years
Position duration
2.2 years
Positions per freelancer
11
Top business areas
Information Technology, Project Management, Product Development
Top industries
Information Technology, Professional Services, Banking and Finance
Certification focus areas
Project Management, Product Development, Information Technology
Bachelor's degree or higher
92%
Master's degree or higher
56%
Doctorate
12%
Certifications per freelancer
11
Most common languages
German, English, Spanish
Speak two or more languages
97%
Based on our profile pool as of 26 Aug 2026.
Daily rate distribution
The chart shows how the daily rates of freelancers holding this certification in Germany are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range.
Average rates for Professional Agile Leadership I (PAL I) in Germany
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 26 Aug 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
About the certification
What PAL I proves
Professional Agile Leadership I, often called PAL I, is a Scrum.org certification for people who lead agile teams and want to support them without getting in the way of delivery. It shows that the holder understands how leadership shapes team performance, learning, and outcomes in a Scrum environment.
Core leadership focus
- Creating the conditions for team ownership and accountability
- Removing obstacles instead of directing day-to-day work
- Supporting empirical improvement and better decision-making
- Working with managers, Product Owners, and Scrum Masters in a clear way
- Encouraging an agile culture that fits real business constraints
Knowledge behind the certificate
PAL I is built around practical leadership topics, not theory alone. It covers leadership style, self-management, systems thinking, motivation, and the effect of leadership on agile teams. It also touches on how to lead change, handle organizational resistance, and support continuous improvement across products and teams.
Typical holders
This certification is common among people with leadership responsibility in agile environments. That includes line managers, middle managers, product leaders, delivery leaders, and experienced Scrum Masters who work closely with management. In Germany, it is especially relevant for companies that run cross-functional teams in mixed remote and on-site setups and want leaders who understand how Scrum should work in practice.
What it means for companies
A freelancer with PAL I is usually a better fit when leadership quality matters as much as process knowledge. They can help clarify roles, support agile transformation, coach managers, and improve how teams collaborate around delivery goals. For German organizations, that is useful when teams need stronger alignment across departments, clearer decision paths, and a more stable agile way of working.
When to look for PAL I
- Agile transformation and leadership coaching
- Scrum team setup and leadership alignment
- Scaling coordination across multiple teams
- Culture change and management support
- Delivery environments where leadership behavior affects flow and trust
Frequently asked questions
Not sure where to start with Professional Agile Leadership I (PAL I)? These answers cover the essentials.
Professional Agile Leadership I (PAL I) validates that a person understands how leadership affects agile teams, especially in a Scrum setting. It is about enabling people, improving systems, and creating the right environment for delivery. It does not focus on managing tasks from above.
PAL I is aimed at leadership behavior, while Scrum Master and Product Owner certifications focus more on team facilitation and product accountability. A holder of PAL I should understand Scrum, but the certificate is about how leaders support agility, not how they own the Scrum accountabilities. That makes it especially useful for managers and senior leaders.
PAL I is a strong fit for managers, directors, delivery leads, and Scrum Masters who work with leadership teams. It is also useful for anyone responsible for changing how teams work in practice. If your role affects team autonomy, alignment, or organizational support, this certification is relevant.
A freelancer with Professional Agile Leadership I usually supports agile leadership topics such as coaching managers, improving decision-making, and helping teams work with more autonomy. They may also guide leadership teams through Scrum adoption or broader agile change. Companies often bring them in when culture and collaboration matter as much as process.
There are no unusual technical prerequisites, but the exam expects a solid understanding of Scrum and real leadership context. Someone preparing for PAL I should be comfortable with agile values, team dynamics, and organizational change. Practical experience with leading people or working closely with leaders is very helpful.
PAL I is the foundation-level Professional Agile Leadership certification from Scrum.org. PAL-E goes deeper into evidence-based management and leadership decisions. If you need a broader introduction to agile leadership, PAL I is the better first step.
Scrum.org certifications such as PAL I do not rely on a classic renewal model tied to expiry dates in the way some other credentials do. The main point is to keep your knowledge current through practice and ongoing learning. Companies usually care more about recent experience than about a renewal cycle.
Professional Agile Leadership I matters most where managers need to support agile teams without falling back into command-and-control habits. That is common in software, digital products, transformation programs, and larger enterprises with several stakeholders. In Germany, it is especially useful when international teams need clear leadership and a shared Scrum mindset.
The average hourly rate for freelancers with Professional Agile Leadership I (PAL I) in Germany is 109 €, which corresponds to a daily rate of about 871 € based on an 8-hour working day.
Of the freelancers with Professional Agile Leadership I (PAL I) in Germany, 92% hold at least a Bachelor's degree, 56% hold at least a Master's degree, and 12% hold a doctorate.
On average, freelancers with Professional Agile Leadership I (PAL I) in Germany have 18 years of professional experience, with a single engagement typically lasting around 2.2 years.
The most common languages among freelancers with Professional Agile Leadership I (PAL I) in Germany are German (100%), English (97%), and Spanish (19%).
The most common industries among freelancers with Professional Agile Leadership I (PAL I) in Germany are Information Technology (84%), Professional Services (66%), and Banking and Finance (56%).
The most common business areas among freelancers with Professional Agile Leadership I (PAL I) in Germany are Information Technology (94%), Project Management (94%), and Product Development (84%).
FRATCH Professional Agile Leadership I (PAL I) main locations
Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
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