SAFe Product Owner/Product Manager (POPM)

Muhammad A.

Technical Product Owner & IT Project Manager

Last position:

Technical Product Owner (Engineering Consultant) at Pixida GmbH

Owned requirements management for a connected mobile app integrating live vehicle hardware and embedded systems, from analysis through implementation (Requirements Management). App has grown to 500,000+ Google Play downloads and 5,800+ App Store ratings (4.4/5), ranking #170 in Germany's Navigation category.
Steered digitalization and process optimization projects, coordinating between specialist departments, development teams, and external partners.
Formulated requirements as user stories and acceptance criteria, accompanying implementation through testing and release.
Applied genuine, practical AI Fluency to identify automation opportunities and accelerate delivery work. Applied SAFe and PRINCE2 methodologies; earned SAFe® 6 POPM and PRINCE2® Foundation certifications while in this role. Certified in Anthropic's AI Fluency framework.

Waldemar L.

Technical Program Manager

Last position:

Technical Program Manager at Autoscout24

Technical Program Manager for data- and architecture-driven transformation initiatives in complex system landscapes. Focus on target architecture, data and integration strategy, legacy decommissioning, migration planning, delivery management, and technical governance. Experience in decoupling highly integrated platforms, managing data and process migrations, defining service-oriented target states, coordinating cross-domain engineering streams, and evaluating technical solution options regarding effort, risk, operating model, and feasibility. Proven work in programs focusing on data flows, data provisioning, dealer/customer provisioning, API transition, reporting target architectures, and modernization of business-critical backend and integration systems.

Definition of goals, milestones, and dependencies
Program and roadmap management
Managing cross-country teams to achieve targets
Aligning the target architecture
Risk analysis, assessment, and management
Stakeholder management
Planning releases, capacities, and dependencies
Status tracking and C-level reporting
Defining strategies, tools, frameworks, and integrations
Quality assurance and acceptance

Nandana R.

IT Product Owner

Last position:

IT Product Owner at PwC

Project: SAP migration (ECC to S/4HANA) – US-based internal analytics product to manage finance and personnel performance insights of 10,000+ users across the Americas.
Led cloud migration from a legacy data warehouse to Azure Data Lake and Databricks, improving system scalability by 40% and reducing manual interventions by 60%.
Delivered end-to-end product ownership across 3 cross-functional Agile teams using SAFe methodology and Azure DevOps.
Designed and implemented data pipelines using Azure Data Factory, improving data ingestion speed by 30% and reducing data errors by 25%.
Defined the product roadmap, backlog, and sprint goals in collaboration with stakeholders, ensuring 95% of deliverables met business expectations.
Managed the product backlog and prioritised feature development based on stakeholder needs, achieving a 25% increase in sprint velocity and a 100% sprint completion rate.
Facilitated Agile ceremonies (sprint planning, reviews, retrospectives) that improved team collaboration and reduced delivery times by 20%.
Led requirement gathering and analysis, enhancing data quality and aligning with business objectives, resulting in a 25% improvement in migration efficiency.
Worked closely with business owners, achieving a 15% reduction in dispute resolution time and stronger alignment with business value.
Established KPI dashboards to measure product adoption and platform stability, resulting in 20% improved stakeholder satisfaction.

Hussein G.

Senior Product Manager

Last position:

Senior Product Manager at PagoNxt (Banco Santander Group)

Retained post-acquisition (Wirecard to PagoNxt) as key product leader to drive platform migration and product transformation
Led discovery-to-launch automation of 20+ multi-step onboarding workflows on a 22-system integration platform, cutting activation time by ~90% and reducing operational costs
Launched Salesforce-based regulated B2B onboarding portals in UK & Spain, enabling new market entry
Entrusted to recover a delayed, company-critical program; restructured a 20+ member team and revamped Agile processes, stabilizing execution in 6 weeks
Coordinated platform migration to PagoNxt infrastructure across 12 teams, shipped 3 weeks early, maintaining a 99.9% uptime SLO
Conceived a self-serve onboarding app for internal teams, validated MVP, and scaled it into a core system
Owned the product roadmap and quarterly planning, prioritizing the backlog and making trade-offs to maximize delivery impact
Improved delivery processes across teams, boosting collaboration, and speeding up throughput by ~30%
Interviewed and onboarded 8+ PMs and engineers across teams; mentored key hires, improving delivery speed and cross-team execution
Guided architecture discussions to balance rapid delivery, scalability, and long-term business goals
Led product discovery workshops, validating hypotheses and driving data-informed feature improvements

Daniel B.

Interim Manager, Project Manager, Product Owner, Business Analyst

Last position:

Interim Manager / Project Manager at Trench Group

Outcome: Implementation of an APS solution (Eyelit) across multiple international production sites, including definition of target planning processes, integration architecture (SAP – APS via middleware), and alignment of complex manufacturing requirements (e.g. autoclave planning, alternative routings). Establishment of governance structures, steering formats and decision frameworks to manage scope, cost and timeline across multiple stakeholders. Successful handover of project leadership to internal successor, ensuring continuity and sustained project delivery.

Role in Project: Project Lead / Program Manager

Main Tasks in Project:

Led APS implementation across multiple plants (Germany, Canada, France, US) with focus on end-to-end planning & scheduling processes and system integration
Acted as central interface between business stakeholders (plants, operations), IT (SAP/middleware) and vendor (Eyelit)
Drove requirements engineering, including consolidation of plant-specific requirements and steering of sign-off process
Managed vendor (Eyelit) performance, including scope clarification, effort discussions and commercial alignment
Identified and challenged gaps between standard APS functionality and complex manufacturing requirements (e.g. autoclave planning, batch optimization, alternative routings)
Defined and implemented project governance structures, including Steering Committees, risk reporting and decision frameworks
Led escalation management on cost overruns, scope deviations and delivery transparency
Coordinated integration strategy (decision for custom middleware vs. standard connector) and alignment with SAP landscape
Improved project transparency and way of working, including definition of reporting structures, tracking logic and communication cadence
Facilitated alignment between global and local stakeholders to ensure feasible timelines, resource planning and plant readiness
Prepared and delivered SteerCo updates and executive decision documents
Managed structured project handover to internal project lead, including knowledge transfer, documentation alignment and stakeholder transition.

Ila B.

Senior Agile Coach/Principal Consultant

Last position:

Senior Agile Coach/Principal Consultant at Expleo Technology Germany GmbH

Led agile transformation programmes that reduced delivery cycles by 20% and significantly increased adaptability of distributed ARTs.
Guided leadership and teams in establishing self-organization, psychological safety and continuous improvement, resulting in higher team satisfaction.
Moderated PI planning and Inspect & Adapt workshops to ensure transparent and aligned collaboration across nine teams.
Built high-performing cross-functional teams and supported their skills development and trust-building.
Linked agile transformation with intercultural team development to enable more effective collaboration among globally distributed teams and dismantle cultural barriers.
Advised executive leadership on fostering diversity and inclusive corporate culture through targeted diversity workshops.
Led two project teams (each with 11 developers and 2 testers) focusing on delivery excellence and high team autonomy.
Conducted SAFe and Scrum training for over 60 staff members, achieving a 90% success rate in certifications.

Christian W.

Project Manager for e-Invoice Implementation

Last position:

Project Manager for e-Invoice Implementation at Solar Trade

Managing the project team for the rollout of an e-invoice solution in more than a dozen countries
Carrying out the needs analysis as well as the analysis of the current status (technical, organizational, legal)
Coordination with all country organizations
Selection and implementation of the e-invoice tool
Ensuring the project stays on time and on budget

Boris A.

Owner and Manager

Last position:

Owner and Manager at UBITEQ.io

Management of digital business
Design, build and run solutions based on ubiquitous technologies

Jenna S.

Freelance Consultant, Coach & Interim Manager

Last position:

Freelance Consultant, Coach & Interim Manager at Jenna Schweizer Consulting

Project Management Consulting; focus on Agile, Scrum, SaFe and Lean methodologies
Process optimization according to Lean & Six Sigma
Coaching on Project and Process Management
Interim Management for leading roles in Program Management and Customer Operations

Torsten W.

Product Owner

Last position:

Product Owner at Beyonnex

Initial technical analysis of the requirements for the two applications
Creating a system concept for the interim solution and for the final solution
Creating the product vision, customer journey, and story map for the interim solution in close cooperation with subject matter experts
Building a development team
Managing dependencies and interfaces with the other applications according to Domain Driven Design principles
Creating EPICs and user stories, and maintaining the product backlog in coordination with subject matter experts and developers
Running sprint reviews with relevant stakeholders such as subject matter experts and management
Analyzing the requirements for the final solution
The interim solution was built within 8 months and was successfully used for the 2022 heating cost billing
The interim solution has since been further developed to increase automation
A technical concept for the final solution was created
Handover to two internal Product Owners is currently in progress

Thomas K.

Senior Scrum Master/Co-RTE