SAFe Agilist (SA)

• Impact: Structured requirements analysis and quality assurance as a foundation for the further development of a software solution.
• Analysis, documentation, and coordination of requirements. Conducting stakeholder analyses, interviews, and workshops to gather and validate requirements. Conducting requirements reviews and working closely with business departments and development teams.

Techniques & Tools: Requirements Engineering, Stakeholder Management, Workshop Facilitation, System Context Modeling, Requirements Reviews, Quality Scenarios, Miro, Jira, Confluence

• Introduction of a new digital product to the Chinese market as part of a global growth strategy.

• Point of contact and coordinating interface between central product management, local Chinese teams and international stakeholders.

• Management of the entire program to coordinate complex digital projects.

• Successful market launch of a digital product in China (including successful certification for the Chinese market).

• Balancing local requirements with global priorities while taking tax and regulatory requirements into account.

• Introduction of a new way of working to improve collaboration and coordination across locations.

• Development and implementation of a scaling strategy for the digital business model in China.

• Use of Jira, Confluence, Miro, Scrum, agile working, SAFe.

• Project language: English.

• Agile Transformation – introducing agile principles and transforming traditional IT departments into Scrum and Kanban teams

• IT Operating Model – redesigning the IT organization and introducing modern delivery structures and roles

• Flight Levels – implementing Flight Levels to align strategy, coordination and operational execution

• Leadership & Coaching – recruiting Agile Coaches and coaching Scrum Masters and IT leaders

• ERP Operations – acting as Interim Product Owner for the existing ERP landscape and ensuring business continuity

• ERP Transformation – supporting the migration from Microsoft Dynamics NAV to Microsoft Dynamics 365 Business Central as a Project Manager

• Operational Core (ERP) – establishing dedicated teams for ERP Support, Feature Development, and ERP Migration

• Modern Workplace – initiating the transition towards a Microsoft 365-based cloud workplace environment

• ConnectHub – establishing a dedicated team to drive integration and connectivity initiatives

• Warehouse Operations – building a cross-functional team to support logistics and warehouse-related capabilities

• Maintenance & Operations (M&O) – introducing a dedicated team focused on stable operations and continuous improvement

• AI Initiatives – identifying and promoting practical Artificial Intelligence use cases across the IT department

• As Interim Chief Digital Officer (CDO) for a leading industrial supplier with a strong e-commerce focus (often described as 'the Amazon for industrial goods') responsible for leading the digital and organizational transformation while reporting directly to executive leadership.

• Introduced agile principles and ways of working across the organization and transformed the traditionally structured IT department into cross-functional Scrum and Kanban teams focused on transparency, collaboration, and customer value delivery.

• Redesigned the entire IT organization by establishing a modern operating model, introducing new roles such as Product Owner, Scrum Master and Solution Architect and strengthening the organization through strategic hiring and targeted capability development.

• Recruited and onboarded Agile Coaches to accelerate the transformation and personally managed and coached Scrum Masters as well as IT department leaders to foster servant leadership, self-management and a culture of continuous improvement.

• Implemented Flight Levels practices based on Klaus Leopold to align strategic objectives, cross-functional coordination and operational execution across the organization.

• Introduced a ticketing system to increase transparency and enable data-driven decision-making, flow-based work management, and greater accountability at all levels.

• Established and supported multiple cross-functional teams, including the Operational Core (ERP) domain with dedicated streams for Support, Feature Development and ERP Migration, as well as teams responsible for Warehouse Operations, Maintenance & Operations (M&O), Modern Workspace and ConnectHub.

• Acted as Interim Product Owner for the operation and enhancement of the existing ERP landscape while supporting the migration from Microsoft Dynamics NAV to Microsoft Dynamics 365 Business Central as a Project Manager.

• Collaborated with the selected implementation partner to design and establish the project organization and target operating model for the ERP transformation, introducing agile delivery structures and ways of working.

• Facilitated the alignment between business, IT and the external vendor and played a key role in negotiating the contractual framework and delivery model to ensure a sustainable foundation for the transformation program.

• Initiated the strategic modernization of the workplace environment through the adoption of Microsoft 365 cloud capabilities, establishing the foundation for enhanced collaboration, scalability and future digital services.

• Launched AI initiatives to identify practical business use cases and promote the responsible adoption of Artificial Intelligence across the IT department.

• Encouraged self-management and empowered teams to take ownership of decisions, delivery and continuous improvement.

Project language: German

Due to the steady growth of the client organization and the resulting increase in projects across various areas, including IT/digitalization, sales, organizational development and controlling, the demands on projects are increasing. Projects are often started but not completed within the planned timeframe, resources are not clearly assigned, and the business value is not clearly demonstrated. The objective of the assignment as Interim Head of PMO is to further develop and establish an existing project organization from the CDO area at executive management level. It is important that the governance is pragmatic, easy to understand and simple to apply in daily project work. The tasks and roles must be defined and established within the organization. In addition, this strategic PMO is to be supported by an IT solution, which must be selected and introduced. Furthermore, all ongoing projects are to be gradually integrated into the PMO governance and project management is to be centralized.

• SAP S/4HANA upgrade from Release 2021 to 2025 and FI/CO transformation as part of a new TOM. Four streams and two SAP service providers; management during ongoing operations.

• Overall responsibility for time, quality and budget as well as cross-stream coordination of the four streams

• Coordination of process streams, business functions and SAP service providers

• Establishment and management of governance, planning, risks, dependencies, resources and escalations

• Provider management, regular management reporting, and preparation and execution of project and Steering Committee meetings

• Responsibility as Test Manager for test strategy, test planning, UAT, defect management and acceptance

• Result: Successful preparation for Go-live on 28.09.2026 during ongoing operations; quality and the planned absence of production interruptions ensured. Project governance established and positive feedback from management and stakeholders.

• PMO Lead, Security Clearance Level 2 (SÜ2) cleared
• Reported to the GMN sub-program management
• Maintenance of 25+ systems
• Functional management and coordination of the Jira setup
• Preparation of decision papers (e.g., project planning, governance model, communication plans, controlling models, roles and responsibilities matrices)
• Development of program-wide knowledge management using Confluence; creation of a Jira concept
• Development of an access concept for all project tools
• Analysis of existing processes, identification of improvement potential, and design of solutions to increase efficiency and effectiveness
• Development of a concept for introducing automation approaches into existing tools
• Creation of intranet articles for project marketing
• Responsible for project governance through reporting and resource planning within the sub-program
• Agile further development of the project methodology
• Gathering customer requirements (Requirements Engineering)
• Preparation and support of contract negotiations (7-year term, 500+ million budget)

• Development of an agent-based governance platform for the automated assurance of EU AI Act compliance and ODA-compliant orchestration of AI services in complex enterprise environments.

• Design and implementation of an agent-based "Mission Control" framework (Aletheia Conductor) for autonomous state monitoring and process control.

• Development of "Compliance-as-Code" (CaC) solutions based on OPA/Rego for system-wide enforcement of regulatory guardrails.

• Integration of TM Forum ODA standards (TMF630, TMF622, TMF642) to ensure interoperability and standardization.

• Building a highly available event-driven architecture using Redpanda and CloudEvents v1.0 for near-real-time event processing.

• Implementation of an audit-proof "Evidence Chain" through cryptographic linking of trace logs in preparation for automated audits.

• Tech Stack: Java 21 (Quarkus Native), TypeScript (Next.js), Redpanda (Kafka API), CloudEvents v1.0, OPA (Open Policy Agent) & Rego, TimescaleDB, ZincSearch, Redis, TM Forum ODA, Git, GitHub, Clean Code Development, Like-C4.

• Developed business strategy, positioning, and market approach for a new B2B and B2C trading company.
• Designed and implemented the corporate website and online shop end to end, and coordinated suppliers and digital sales capabilities.

VALUE ADDED:

The structured analysis and further development of business requirements and processes is driving the modernization of contract administration in a focused manner. Complex business matters and dependencies are made transparent, optimization potential is identified, and transferred into scalable solution approaches that enable as much straight-through processing as possible. This creates clearer and more efficient processes as well as reliable decision-making and implementation foundations for business departments, architecture, and development.

• Development of business requirements and processes for the further development and modernization of contract administration
• Creation and further development of business concepts, process descriptions, and decision-making documents for implementing new and optimized processes
• Analysis of existing processes and identification of optimization potential to simplify and scale processes
• Structuring of complex business matters in a dynamic project environment to ensure transparency and traceability for all involved
• Identification and clarification of business dependencies and interfaces, especially in interaction with adjacent systems and departments
• Contribution to business target models and development of solution approaches for new, scalable processes that also enable straight-through processing
• Leadership and moderation of business workshops to coordinate and further develop requirements with internal stakeholders from business departments, architecture, and development
• Prioritization of business topics and requirements for targeted implementation
• Support with testing, reviews, and quality assurance, including the creation and coordination of business test cases to verify the implemented solutions
• Use of SharePoint and Kanban to document and manage tasks

Digitalization of real-world locations using 3D/LiDAR scans to make spatial data usable for AI applications and derive concrete use cases and prototypes from it.

• Digital capture of real-world locations as a basis for faster planning and analysis
• Browser-based access to 3D data for easier use and coordination
• Conversion of spatial data into concrete use cases, prototypes and AI training scenarios
• Planning basis for urban development and other digital applications of the future

Keywords: LiDAR, 3D scan, AI, use cases, AI training, prototyping, Python, web development, data models, architecture

• 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

• Designed an open clinical framework for digitalization in pharma and clinical software development.
• Developed a minimum viable product (MVP) for the framework, applying agile methodologies and rapid prototyping best practices while ensuring GxP validation and HIPAA compliance.

• Interim & Business Management: Strategic consulting and operational leadership of business units and large projects with a focus on profitability (P&L), growth, and portfolio development.
• Business Case & Strategy: Development of complex business models (e.g. 5G campus networks, platform business) and execution of strategic market studies for international clients.
• People & Leadership: Many years of experience in disciplinary leadership and development of large teams (>100 employees), building competence centers, and coaching managers in agile environments.
• Partner & Vendor Ecosystems: Management and negotiation of high-value framework agreements (T&M, fixed price) as well as steering multinational supplier and partner relationships.
• End-to-End Project Governance: Responsibility for the full lifecycle management of large technical projects (mobile core network, integration, rollout) while meeting the highest quality and security standards.

• Strategic consulting on AI implementation and innovation for companies in high-end sectors such as fashion, beauty, retail, and hospitality.
• Developing strategic roadmaps and decision support for AI implementation in product-related and creative domains.
• Supporting internal storytelling to foster team and leadership buy-in.
• Structured evaluation of potential AI use cases based on maturity, impact, and technical feasibility.
• Simplifying complex AI concepts, LLM structures, and agentic workflows for decision-makers.
• Applying a clear evaluation model for rapid value realization (Build–Buy–Vibe decision framework).
• Identifying common pitfalls in AI implementation and deriving sustainable deployment patterns.
• Developing curated trend radars and positioning AI within high-end brands and regulated environments.