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• Reduced technical complexity and created a clear architectural foundation for AI-supported business processes.
• Used RAG and fine-tuning concepts to make internal knowledge available in a secure on-premise platform.
• Created the basis for automatable processes and higher efficiency.
• Designed and set up the AI infrastructure (NVIDIA DGX Spark, vector DB).
• Requirements gathering and stakeholder management.
• Prototyping of use cases (knowledge chatbot, document analysis).
• Technologies: Qdrant, Ollama, AnythingLLM, n8n, DGX Spark, Python/PyTorch.

• 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

• 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

Goal: Coach a new agile team to implement and deliver the MVP of an AI-powered digital insurance service.

• Kicked off and coached a new cross-functional agile team as Scrum Master.
• Introduced a new Product Owner to the role with coaching, close collaboration and support with daily operations and backlog management in Jira.
• Facilitated the ideation, design and backlog creation process for the MVP, applying the appropriate tools and techniques (user journey mapping, impact mapping, story mapping, AI prototyping).
• Managed dependencies and impediments across multiple teams, resolving challenges rising from the use of both agile frameworks and traditional project management methodologies.
• Facilitated and supported planning and decision-making activities regarding the MVP delivery (roadmap creation, release planning, test management, translation of user feedback into product decisions)
• Continuously improved processes across multiple agile teams, closely collaborating with other Scrum Masters and cross-team roles (leads, architect, test manager).
• Designed and facilitated in-person and remote workshops as needed across multiple teams (agile practices, problem solving, process improvement, AI powered product development).

• Freelance product owner, scrum master and agile coach in various projects spanning from local agencies to multinational corporations in diverse industries.

• Last projects:

• Adevinta: Technical Project Manager responsible for coordination of several sub-workstreams building the world’s largest classifieds multi-tenant platform.

• Aroundhome (a ProSiebenSat.1 company): Product Manager implementing and verifying on the business side a concept for digital qualification of user requests for matching service providers.

• Peek & Cloppenburg Düsseldorf: Product Manager Mobile advising on and guiding the rebuild of Android and iOS apps.

• Visual Meta GmbH (an Axel Springer company), Berlin: Director Product co-leading the Product & Engineering department together with the Director Engineering.

• Responsibilities at Visual Meta GmbH:

• Define and deliver a 3–5 year horizon product strategy including a product vision & mission connecting to existing company strategy and strategies from adjacent departments.

• Refine an existing OKR process together with OKR master and directors of other departments to increase focus and outcome.

• Support the Director Engineering in creating a platform transformation strategy to transform a monolithic on-premise tech stack into a service-oriented, cloud-based architecture and establish a domain-based organizational setup.

• Accountability for a motivated and talented team of 5 head-level colleagues and 17 operational team members from product management, data and UX/UI design.

• Key achievements at Visual Meta GmbH:

• Defined and delivered a 3–5 year horizon product strategy including a product vision & mission.

• Increased focus within OKR process by moving from 10 company-level objectives to 2 and from several hundred team-level key results to a few dozen.

• Created a career path framework for the product team defining roles and responsibilities from junior to head level positions.

• Spearheaded the transformation of Telefonica Germany’s cloud journey into a self-service, automated marketplace by leading process analysis and design efforts; facilitated UX/UI collaboration and served as Scrum Master for cross-functional agile teams to ensure timely and quality delivery
• Designed, launched, and managed an enterprise-wide Learning & Development program focused on cloud-native skills, upskilling over 1,500 employees; undertook full vendor management including sourcing, tendering, contract negotiation, and ongoing partnership to ensure curriculum alignment with evolving organizational needs
• Implemented cloud migration processes aligned with corporate compliance and process governance; improved process transparency and audit readiness while reducing operational risks
• Architected and led a cross-divisional communication strategy to enhance organizational engagement; developed multiple channels including newsletters and intranet content, acting as single point of contact for all departmental communications to ensure consistency and alignment

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

• 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.

• Industries: Energy, Telecommunications, Manufacturing
• Transformation & Change: Supported complex IT and digital transformation programs as Scrum Master, Agile Coach, Change Manager, and RTE Consultant at Siemens Energy (global SAFe rollout), E.ON (sales technology platform), Schneider Electric (S/4HANA transformation DACH), and Vodafone (Operational Excellence)
• Agile Roles: Scrum Master, Agile Coach, Product Owner, Business Analyst, RTE Consultant in cross-functional and scaled teams (SAFe, Scrum, Spotify model)
• Procurement Excellence: Strategic procurement consulting with a focus on cost optimization, supplier management, digitalization, and organizational development, including building supplier scorecard models, AI-supported sourcing approaches, and process automation in procurement
• Managed professional leadership of interdisciplinary project teams of up to 12 people in national and international settings
• Successfully launched multiple global ARTs at Siemens Energy with improved coordination across locations
• Increased change acceptance and established communication structures in the S/4HANA program at Schneider Electric
• Introduced agile methods, OKR frameworks, and KPI dashboards at E.ON, increasing velocity and transparency
• Reduced purchasing costs through strategic sourcing and supplier optimization
• Implemented process innovations in close cooperation with IT and business units

• Drive enterprise AI transformation through alignment of data platforms, AI capabilities, and governance
• Implement scalable Data Mesh architecture to decentralize data ownership and accelerate AI use case development
• Strengthen AI maturity via structural alignment, clarified decision rights, and transparency models
• Coach leaders, product teams, and engineers in AI-enabled decision-making and data-driven product thinking
• Establish governance models for trustworthy AI and measurable business value
• Design flow-based systems (Kanban / Flight Levels) to sustain AI enablement and ensure measurable business integration at scale
• Integrate KPI frameworks, Jira architectures, and BI reporting to enable evidence-based steering of AI initiatives

• Support teams, companies and individuals to become excellent Product Managers
• Build up the right organization to create customer and business value

• Responsible for further developing the web shop with focus on stability, security, and scalability
• Support the business in creating and evaluating requirements
• Technology: SAP Commerce Cloud, Adobe Experience Manager CMS (AEM), Solr Search, Adyen Payment Service Provider
• Tools: Confluence, Jira, Miro, ServiceNow

• Reorganizing and structuring business units in line with agile frameworks
• Scaling agile ways of working across multiple teams and departments
• Advising and supporting teams in forming squads and introducing new meeting structures
• Introducing agile portfolio management to align strategic initiatives
• Implementing metrics and KPIs to measure agile maturity and success
• Assisting in integrating agile methods into existing company processes