Dominique Lambert-Head of Transformation

• Role & Scope Responsible for realigning a unit of 600+ people as part of the top leadership team. Led a team of agile coaches and oversaw the entire transformation architecture – strategic, structural and cultural.

• Result The organization was fundamentally professionalized – reduced friction and costs, faster execution, higher team motivation and visibly more effective leadership.

Key Contributions

• Redesigned strategy and implementation processes
• Created a clear link between vision, priorities and operational execution
• Established business-IT alignment and communication structures
• Embedded shared goals, priorities and decision paths
• Developed a leadership-operating model
• Strengthened roles, responsibilities and leadership culture
• Introduced a unit-wide impediment removal process
• Systematically identified obstacles, assigned owners and developed solutions
• Consolidated 35+ Jira boards
• Created cross-unit manageability and transparency
• Led a team of agile coaches; established skill matrices and improvement processes
• Solidified a learning and development culture

• Role & Scope Active role in the agile transformation of a 300+ employee unit. Started as a Scrum Master for three teams, gradually took on conceptual and structural responsibility for the entire transformation: architecture, reporting, leadership alignment, decision structures.

• Result Leadership and collaboration were fundamentally professionalized – decisions became data-driven, impediments were removed 4x faster, priorities and capacities were clearly managed. The transformation became scalable, measurable and adopted across the unit.

Key Contributions

• Coached and advised senior directors and VPs
• Empowered leaders in decision-making, ownership and cross-functional leadership
• Developed and scaled an impediment removal process
• Embedded leadership accountability, shortened decision cycles, resolved obstacles 4x faster
• Built reporting and tracking systems for the entire unit
• Created transparency over capacities, progress and priorities for data-driven management
• Designed the transformation architecture
• Defined principles and planning mechanisms that scaled into unit-wide standards
• Unified software, hardware, test and architecture teams
• Broke down silos, established better exchange and efficient delivery
• Advised committees on process optimization
• Created transparency structures that enabled data-based problem solving by leaders

• Role & Scope Led the pilot project for the agile transformation of sales & marketing in Germany. Designed and introduced the new operating model – including structure, roles, governance and incentive system – in close collaboration with country leadership and the works council.

• Result Collaboration between sales and marketing was fundamentally realigned – unified target architecture, strengthened team culture and higher efficiency. The transformation was legitimized, scaled and adopted as a reference model for other locations.

Key Contributions

• Developed the architecture of the agile operating model
• Defined structures and enabled cross-functional collaboration
• Shifted the incentive system to team goals
• Established a new compensation logic with the works council and strengthened cooperation
• Introduced agile frameworks and interface roles
• Embedded a unified way of working and broke down data silos
• Coached the country leadership team
• Strengthened agile mindset and decision-making processes
• Developed a scaling playbook
• Documented the approach and ensured international applicability

• Advising and managing process optimization for PV and heating systems
• Redesigning the value chain from acquisition to installation with a focus on efficiency and customer experience
• Established an end-to-end process architecture – shorter lead times and lower drop-off rates
• Redesigned end-to-end processes for PV and heating systems
• Coached division leadership on process and leadership topics
• Introduced pilot solutions to increase efficiency and realign external service partners

• Advised founders, leaders, and organizations on developing viable business models
• Designed and led innovation and transformation workshops across Germany
• Supported over 500 founders and leadership teams in strategic planning and organizational development
• Developed and implemented customer-focused business models
• Conducted leadership and innovation workshops
• Trained in business model innovation & design thinking and established long-term coaching formats

• Responsible for training, coaching, and disciplinary leadership of fundraising teams
• Created and delivered all training on sales techniques, organizational knowledge, and communication
• Increased team performance and professionalism – trained over 400 fundraisers and won 700+ long-term donors