Head of Product in Germany

• LLM-based features for automated CO₂e data extraction from unstructured documents (70% reduction)

• Agentic AI pipeline for automated Scope 3 emissions calculation with 150,000+ validated data records

• Smart API workflows for real-time carbon footprint calculations in ERP and ESG systems

• ML algorithms to predict emission hotspots and optimize product design

• Automated data validation pipelines with NLP for quality assurance of CO₂e datasets

• Led a 15-person cross-functional team to develop 10+ AI features

• Strategic product planning and AI roadmap with 35% shorter time to market

• Stakeholder management with DAX companies (40% higher satisfaction, 95% retention)

• On-time project delivery with 95% budget adherence through data-driven backlog management

• Agile methods (Scrum, Kanban) with continuous AI/ML integration (25% team velocity increase)

• Product-market fit for AI features through A/B testing and analytics (60% higher adoption rate)

• Built and validated SupportPiloten, an AI-powered content operations service; won first paying pilot customers
• Tested agentic workflows with Claude Code and Codex for analysis, research, documentation, and prototyping
• Further developed own AI product; training: AI governance, AI compliance, and the EU AI Act (ongoing)

Public sector, regulated environment with legal deadlines and interfaces to justice, finance offices, and authorities. Took over a software product, condition unknown. The handover reported 89 percent completion.

Description / Results:

Review of the current state showed only two months of remaining runtime until year-end. Stabilized the product base in four weeks, including setup. Process logic proven instead of estimated: 181 workflows with 28 steps each verified against the legacy system.

Advising tech companies and founders on product strategy, customer discovery, AI-driven product development, and product operating models.

• Established a new venture focusing on AI-powered UX and rapid prototyping

• Leading the development of an AI-based prototyping framework and prompt optimization for product design

• Managing stakeholder relationships and strategizing go-to-market approaches

• Planning and creating coaching programs (to be launched in 2025) on AI-driven product discovery

• Developed internal processes enabling prototype creation in minutes

• Published best practices and insights on LinkedIn, driving industry interest and awareness

• Developing a product vision and strategy

• Creating a roadmap

• Improving stakeholder communication

• Introducing an outcome-oriented roadmap

• Aligning with stakeholders and creating transparency

• Defining relevant product metrics as a KPI tree

• Initiating measures to improve product quality and measurability

• Supporting the introduction and migration of the new Identity Provider (IDP)

• Responsible for driving digital transformation and aligning country organizations with the Rhenus platform model

• Initiated the digital transformation roadmap for five countries, ensuring alignment with global group strategy

• Built and led a high-performing digital transformation consulting team, expanding delivery capacity from one to three value streams and thereby fast tracking the roadmap from 3 to 2 years

• Acted as strategic advocate for 5 country organizations, ensuring group-wide cross-functional alignment

• Redefined business analysis into an agile approach, reducing time-to-value for platform harmonization by 50%

Led product strategy, cross-functional delivery, and the evolution of the platform and operating model at a VC-backed B2B SaaS company (~60 FTE at peak) operating a multi-sided enforcement platform — connecting brand owners, marketplace operators, and enforcement workflows — scaling from founding-stage concept to commercially validated product.

PRODUCT STRATEGY & BUSINESS IMPACT

• Defined and iterated product strategy aligned to ICP refinement, competitive positioning, and long-term revenue growth
• Refined segment focus to concentrate capacity on highest-value enforcement use cases, improving customer retention and average contract value
• Redesigned pricing and packaging after identifying that a modular, feature-based model was enabling customer cherry-picking and creating confusion at the point of sale. Collapsed a multi-page pricing structure into a single-page, outcome-based model — anchored on what the customer actually wanted to protect, not which modules they selected. Contributed directly to a 10× ACV increase on a key account (€500 → €5,000/month)
• Replaced ad-hoc stakeholder-driven prioritisation with a structured decision framework — coupling OKR alignment, ICE scoring, and a fixed roadmap split (50% strategic initiatives / 30% customer feedback / 20% tech debt) — ending a pattern where sales requests and leadership interventions routinely displaced planned work mid-quarter
• Redesigned the customer onboarding process after identifying a recurring failure pattern: misaligned sales commitments, missing customer-side inputs, and siloed handoffs between sales, CS, and product were routinely delaying time-to-value. Introduced structured pre-onboarding requirements and cross-functional handoff protocols — ensuring customers arrived with the data needed to go live, and internal teams operated from a shared baseline

LEADERSHIP, DELIVERY & OPERATING MODEL

• Built and led a 20-person cross-functional organisation spanning product management, engineering, design, and operations
• Introduced OKR-driven planning and quarterly review cadences, providing consistent strategic alignment across functions and seniority levels
• Built decision-routing frameworks that pushed operational and product decisions down to team level — replacing a pattern where analysts and PMs escalated routine calls (e.g. enforcement actions, edge-case handling) to leadership by default. Defined clear ownership boundaries and decision criteria so the team could act independently on the vast majority of cases, freeing leadership capacity for genuinely non-standard situations

AI-ENABLED PRODUCT & WORKFLOW TRANSFORMATION

• Led the development of an AI-enabled website detection system that replaced much of a previously manual review process, reducing analyst workload by 70–90%
• Redesigned key operational workflows to incorporate AI-enabled classification and decision routing, increasing detection throughput 20× without linear cost growth
• Defined AI product KPIs covering coverage, accuracy, and false positive rate — embedding measurable quality standards into the development cycle
• Defined where automation should replace, support, or escalate human decisions, balancing scale, quality, and customer-facing risk

Freelance work for a large German family office

Built and further developed a modular B2B SaaS platform for professional wealth management and family offices, alongside freelance delivery of production-ready AI, data management, and automation solutions for the wealth management sector.

• Developed an AI governance framework for regulated finance and asset management workflows, aligned with DORA, BaFin-related governance expectations, and data protection requirements, including role definitions, access levels, and decision rules.
• Designed an agentic system with a locally operated open-source language model, including Qwen2.5 via Ollama, for secure querying of an asset database through text-to-SQL-to-text workflows.
• Built AI-supported analysis and reporting capabilities that generate structured answers, tables, and charts from asset data, with domain validation through resolver logic and RAG elements.
• Developed production-grade data import workflows for financial service provider data from CSV, PDF, and API sources, including validation, plausibility checks, and reconciliation with existing asset data.
• Solved the asset matching problem without a cross-system primary key through multi-stage validation rules and human-in-the-loop approvals.

Results:

• Secured EUR 250,000 in SaaS revenue in 2024, exceeding the forecast by 20%.
• Acquired family office clients with EUR 1.6bn in assets under management.
• Reduced manual effort for the largest client by approx. 3 days per month through automated data import and reconciliation processes.
• Reduced operational error risk through structured data validation, multi-stage asset matching, and human-in-the-loop approvals.

• Development of a scalable operating model and commercial concept
• Analysis of market, positioning, revenue, governance, and implementation
• Development of target picture, service model, and go-to-market strategy

• Led the development and launch of multiple HEMS Apps for energy providers ensuring end-user value and product scalability as white-label solution
• Owned the full product lifecycle: created roadmaps, prioritized features, and managed the product backlog and development process
• Introduced and continuously refined agile methodologies to enhance team fulfillment and improve development efficiency
• Established scalable customer management systems including Help Center setup and implementation of a ticketing/support solution
• Contributed to investor pitches and strategic product positioning to align with market needs and drive business growth

AI-first workforce management platform for medical practices (scheduling, time tracking). Market insight: no modern SaaS solution for the sector. Product insight: only fully autonomous with AI agents.

• Vibe-coding with Claude Code — built the entire platform myself, including the AI agent "Kira" as autonomous scheduling support.
• Brand building (medishift) including SEO distribution; built onboarding and sales.
• Early-stage traction (May 2026): 7 paying practices plus 70+ practices and 500+ users on the free plan.

• Acted as product owner for an international customer portal for consolidated analysis of technical device data; defined vision, target state, and implementation strategy.

• Established a structured product backlog and introduced clear user stories; shortened development cycles and quintupled project progress within a few months.

• Achieved a significant boost in delivery performance by professionalizing requirements management and implementing lean workflows; reduced coordination effort by 25%.

• Served as technical single point of contact (SPOC) for the development team; closely orchestrated external stakeholders to optimize alignment between business requirements and technical implementation.

• Advanced and sharpened agile methodology to increase team efficiency; implemented KPI-based reporting with early warning indicators for proactive risk management.