Professional Scrum Master I (PSM I)

Datacenter audit and subsequent transformation program

• Initial situation: Following a critical outage, the datacenter was considered the cause. A traditional audit was to be put out to tender.
• My diagnosis: The technical architecture was not the core problem. The key issues were the incident, diagnosis, and recovery processes, as well as a lack of transparency regarding costs and dependencies.
• Impact: The audit was implemented pragmatically in-house. The results and budget foundations became the basis for a multi-year international transformation program. I was then retained as the preferred candidate for a central transformation stream.

• Business analysis for risk controlling.

• Development of a data warehouse based on MS SQL Server with data from the FIS Cross-Asset Trading and Risk Platform (formerly Front Arena).

• Implementation of ETL and transformation logic with T-SQL and Python (Jinja2 template engine).

• Modeling and automation of data structures with Data Vault.

• Creation of reporting and analysis reports with Microsoft Power BI, including user training and implementation.

• Project management and consulting services with a focus on IT interim management: digitalization of corporate management, including processes and applications
• Assessment of the entire IT infrastructure, including applications, core processes and contracts, including cost optimization
• Evaluation and implementation of solutions to promote digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS and time tracking
• Digitization of file folders and introduction of SharePoint and Microsoft Teams as central document and communication platforms
• Design and delivery of an AI workshop, including the rollout of AI tools to increase efficiency and transparency in key business processes
• Preparation of training materials and delivery of user training for newly introduced digital processes and solutions

• Led Agile delivery governance for the €8M Ultraflex technology transformation programme, establishing teams, delivery processes, planning cadence and cross-team coordination across 9 teams.
• Established the programme delivery roadmap and Agile governance framework including Epic workflows, planning and refinement processes, cross/team alignment and consistent delivery practices..
• Coordinated and coached 6 Scrum Masters across Ultraflex, supporting teams in adopting effective planning, refinement, Definition of Ready/Done and Acceptance Criteria practices.
• Enabled the successful delivery of the programme's interim goal: an independent, production-running instance of the platform for Sweden, delivered within the planned timeframe as a proof of concept for the Ultraflex technology and delivery approach.
• Established and improved delivery processes across Sportsbook Software, including onboarding external development teams, Agile training and coaching, Jira workflows, Epic governance and roadmap planning.
• Established planning and coordination practices that improved visibility across teams and supported alignment on dependencies, priorities and delivery timelines.
• Supported initial Ultraflex programme planning through team effort estimation and cost projections, before financial management and ongoing forecasting were handed over to the Programme Manager.
• Developed proposals for improvements to the Project Management operating model, including process changes, responsibilities and RACI structures.

• Technical product ownership for a global customer portal in the indoor climate sector, including API integrations, backend connectivity, and expansion of digital customer services
• Developed the solution architecture and AI use cases for a claims management platform, integrating it into the enterprise architecture for a leading insurance company
• Developed the target operating model and led the implementation of the global investment platform for an investment bank
• Developed the target operating model and platform strategy for a new digital health platform for a health insurance company
• Developed the platform strategy, defined use cases, and built the data architecture for a digital health platform of a health insurance company

• Generative AI products for corporate clients, owned from strategy through specification to production.
• Central strategy, local configuration: multi-tenant AI assistant for occupational pension schemes (bAV), delivered as an interactive avatar with text and voice path. Three tenants run on one codebase, each with its own conversation guide, while the knowledge base, guardrails and escalation paths stay central
• Versioned, AI-ready knowledge base composed into a tenant-agnostic voice context and tenant-specific text prompts — the configuration layer that keeps local adaptation from forking the product
• Conversational design: answer limits, scope and off-topic handling, anti-hallucination rules, escalation and lead handover to human advisors
• Five eval suites as a quality gate before any prompt or model change (anti-hallucination, LLM-as-judge failure modes, multi-turn consistency, voice KPIs, action vocabulary with confusion matrix); user test with 10 testers (Hamburg, 07/2026) drove the rework from alpha to beta
• Coordinated external developers, compliance and client stakeholders; GDPR-compliant EU stack, IDD-compliant, EU AI Act classification documented
• Second product line: white-label social media generator for consultancy chilli mind (CH/DE) — one codebase, per-client branding and configuration
• Results: 239+ deployments and a pilot with corporate customers · 108+ deployments for the white-label product · repeatable pattern for multi-tenant AI products in a regulated environment

Technologies: Azure DevOps, Jira, Confluence, Office 365 (Teams, PowerPoint, Copilot, Excel, SharePoint, Forms, OneNote, PowerAutomate, Word), DataDog, Conceptboard, Python, AWS, Claude, Perplexity Methodology: Scrum

• Steering and supporting the organization in introducing Scrum and a SAFe-inspired quarterly roadmap and portfolio planning at program level.
• Servant leadership for Scrum teams and managers to achieve quarterly goals and measurably increase value creation for internal and external customers.
• Designing and building efficient communication and collaboration structures between multiple development teams and central stakeholders in the organization.
• Moderating and facilitating cross-functional workshops and management meetings to align on shared goals.
• Coaching leaders, Product Owners, and development teams on agile values, role understanding, and scaled ways of working (Scrum, SAFe, Business Agility).
• Removing structural obstacles at team and organizational level through targeted impediment management and escalation processes.
• Enabling teams to become more self-organized, accountable, and end-to-end responsible along the value streams.
• Individual coaching of key people (Product Owners, Chapter Leads, Scrum Masters) to strengthen their impact in the transformation program.
• Organization-wide identification, planning, and implementation of process, structure, and tool improvements to sustainably increase efficiency, throughput, and value creation.
• Close support for Product Owners in stakeholder management, business value prioritization, product strategy, roadmap planning, and effective collaboration with development teams.
• Introducing, governing, and scaling Azure DevOps as the central project and product management tool, including coaching the organization on usage, reporting, and alignment at all levels.

Achievements:

• Clear increase in visibility, transparency, and perceived value creation of the development teams within the overall organization.
• Noticeable improvement in communication between development, business, and other stakeholders.
• Optimization of work processes, workflow, and backlog structures, which reduced lead times, sharpened priorities, and sustainably increased team effectiveness.

• Responsible for successful series A and B equity financing which secured USD 11 Mil
• Established governance, HR, finance and operations structures and policies
• Expanded, trained and led team from 2 to 10 full-time staff members
• Managed set up of first of its kind test kitchen in Africa
• Managed development of 3 new recipes to be launched in East Africa

• Rubix is Europe’s largest supplier of industrial parts and maintenance solutions (approx. 3 bn € turnover, private equity owned). Reported to the COO of the DACH subsidiary, leading a major restructuring project.
• Project Governance: Established robust governance structures (project charter, governance plan, communication structures), ensuring transparency and executive alignment.
• Logistics Restructuring: Consolidated multiple distribution centers into two central hubs, optimizing cost efficiency and service levels.
• Team Leadership: Directed a core team of 9, guiding planning and execution in a dynamic, fast-paced setting.
• Project Planning: Developed and validated a comprehensive project plan, translating high-level milestones into actionable work packages.
• Risk Management: Implemented risk register and root-cause analysis to proactively mitigate project risks.
• C-level Reporting: Presented project status and recommendations to the Steering Committee (CEO and executive board).
• Stakeholder Management: Managed alignment and engagement with diverse stakeholders in a private equity context.
• Budget Oversight: Managed a project budget exceeding 3 million €.
• Effective project governance and clear communication are essential for stakeholder alignment and successful transformation.

• From 02/2023 to 05/2024: IT interim manager within an international construction chemicals group headquartered in Germany as Global TSA Manager in a carve-out project responsible for the IT workstream.

• End-to-end management of an international IT carve-out and TSA program, including transition of five service providers, governance and operating structures, service continuity, provider performance, SLA/KPI and cost management, SIAM and supplier management, security services, operational readiness, and transition into stable operations.

• From 06/2024: IT consulting in project management and IT service management areas, providing PM/PMO coaching and support.

• Designed the growth and digital strategy for an EU distributor
• Established a differentiation strategy focusing on horizontal portfolio expansion, ESG and SG&A cost reduction using new digital sales and service channels
• Offered same-day logistic delivery for key customers, increasing customer satisfaction by 25%

The client operates a SaaS platform for managing rail and intermodal transport (Rail-Flow Transport Management Platform).

For two of its customers, it was looking for a 3-month project management replacement. Both customers offer rail and intermodal transport services. Implementation progress differs: one customer is already live and wanted its Phase 2 enhancements implemented; the other customer is implementing its MVP and entering an intensive testing phase.

As part of the assignment, project management was taken over, including management of the internal development team (offshore Turkey).

• Took over complete project management for 2 customer projects, including the roles of Product Owner and Co-Scrum Master
• Managed agile implementation teams consisting of business analysts, implementation consultants, developers (offshore) and QA staff
• Ensured compliance with and further development of project governance
• Planning and rollout management: creation and maintenance of project and rollout plans as well as coordination of role assignments with the client’s management
• Requirements and change management: management of contractual requirements, bugs and changes
• Customer and project communication: organization and moderation of status meetings and steering committees
• Identification of project risks, initiation of countermeasures and escalation
• Ensured correct and timely invoicing for project services together with Finance

Methods: Scheduling (forward- and backward-based), including milestone planning, structured interviews, multi-project management (in English)

Tools / Technologies: Jira, Confluence / Atlas, Claude (Skills, Artifacts), MS Outlook

• Led the global transformation of Talent Operations by inhousing recruitment technologies, processes, and teams, reducing over 20 external partners to 2, defining the strategy to hire hundreds of internal talent specialists, and redesigning organisational structures and processes worldwide.
• Drove gap analyses and impact assessments and led the global rollout of Beamery, HireVue, and Paradox, covering solution design, pilot markets, global deployment, and hypercare, ensuring smooth market transitions and standardised operations.
• Developed and maintained detailed project plans, timelines, milestones, RAID logs, and governance routines, leveraging SharePoint as the central platform for programme documentation, rollout artefacts, approvals, and decision tracking.
• Coordinated cross-functional stakeholders including HR, IT, regional teams, and external vendors, using SharePoint-based documentation and governance frameworks to align requirements, manage dependencies, and resolve delivery issues.
• Conducted gap analyses and impact assessments across Paradox, Beamery, and Workday to ensure pilot readiness and global launch success, with outputs captured and governed through SharePoint.
• Built and executed comprehensive change management plans using ADKAR methodology, covering stakeholder mapping, communications, training, and adoption activities, supported by SharePoint-hosted enablement materials and rollout documentation.
• Broke down silos across regions and functions to drive adoption of new systems, processes, and ways of working.
• Tracked adoption metrics and user feedback post-deployment, driving continuous improvement in user experience and operational performance.

• Test strategy design
• Continuous defect tracking and documentation
• Test case creation and execution for performance and end-to-end tests as well as mass tests
• Responsibility for all test activities in the team
• Requirements and documentation analysis
• Agile testing based on stories, epics and features
• Test management and coordination
• Use of SAFe (PI planning, PI preparation, sprints, daily meetings, Kanban board, retrospective, review)
• Use of GitHub, Tortoise, Atlassian JIRA, Confluence, MS Teams, Splunk, Swagger UI, Tosca, Rocket.Chat, Visual Studio Code, Oracle SQL Developer
• SAFe framework and project abroad