Scrum Masters in Germany

• Agile Transformation Coach within an SAP-driven End-to-End Lead-to-Cash program, supporting leadership and management teams in implementing and evolving the Sherpa Way of Working, strengthening Agile practices, role definitions and responsibility clarity (RACI), and delivery effectiveness
• Member of the leadership core team for the Way of Working, shaping and evolving agile operating models, challenging existing practices, and driving pragmatic, system-level improvements
• Conceptualized a Polarion-based Scrum Master dashboard as a single, role-based entry point for sprint status, dependencies, risks, and governance artefacts, reducing reporting overhead and improving transparency
• Provided targeted 1:1 coaching to the Master Scrum Master and Scrum Masters, strengthening leadership capability, role effectiveness, and support for team-specific challenges, including the redesign of Scrum Master syncs and collaboration formats
• Worked with teams and leadership on End-to-End Lead-to-Cash process analysis and documentation in SAP Signavio, supporting alignment, transparency, and a shared understanding of process expectations across teams

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

Sub-project lead in an agile IT environment

Leading a software development team (10 employees)

• Leading a software development team with 10 employees
• Budget responsibility approx. 3 million euros per year
• Conducting employee and job interviews
• Responsibility for resource planning (budget and employees)
• Digitalization of a web interface
• Regular reporting to customers and stakeholders (C-level)
• Product management: developing and implementing product strategies; defining requirements to guide product development
• Structuring product development & continuous testing efficiently to quickly incorporate feedback & compliance points
• Close collaboration with stakeholders & various teams to understand requirements, set priorities, ensure rollout, and increase user-friendliness
• Project experience in an energy industry company, including the functioning of energy markets, the basics of energy generation and distribution, as well as current challenges and developments in the industry
• Project experience in the railway sector - including the structure and operation of railway systems.
• Project experience within the 16.7 Hz traction power sector incl. knowledge of regulatory processes
• Formulating the sub-project charter and the project profile according to the project standard together with the project management
• Controlling service delivery according to the project charter
• Planning and controlling human resources including budget planning for the sub-project
• Ensuring the work capacity of the sub-project participants, e.g. by requesting access rights and documents for the sub-project team
• Planning and control for the respective sub-project (time, scope, budget) including the creation of necessary documents
• Alignment with the business department and Product Owners to plan the sub-project scope and the corresponding implications
• Executing milestone planning according to the agreed process model
• Effort estimation and support of sub-project controlling as well as overall project controlling in forecasting and planning
• Reporting sub-project status (according to status slide template) including progress (according to progress measurement)
• Analyzing, preparing, and addressing action and decision requirements
• Escalating sub-project issues to the project management
• Creating and managing Change Requests (CR)
• Quality assessment of completed task packages from a project management perspective (time, scope, and budget)
• Implementation management of the overarching guidelines and requirements in the sub-project, supported by cross-functional roles on the functional and technical side.
• Identifying, managing, documenting, and communicating opportunities, risks, and dependencies within and across sub-projects
• Supporting project management in creating the overall project plan and overall status reports
• Preparing and managing commissioning including the required documents and protection needs assessment

Scrum Master in an agile IT environment supporting a software development team in the full-stack area (7 people)

• Close collaboration with stakeholders & various teams to understand requirements, set priorities, ensure rollout, and increase user-friendliness
• Implementation of the selected Scrum method, including the required events, meetings, artifacts (product backlog, sprint backlog, burndown charts), metrics, as well as conducting required training in an agile IT environment
• Preparation of Scrum events such as Daily, retrospectives, Review, Sprint planning, estimation, and refinement (agile way of working)
• Moderation of retrospectives and elimination of obstacles to move the team and product forward
• Preparation of action items and retros via whiteboard and Figma
• Application and improvement of agile methods such as Kanban, Scrum, SAFe, or Scrum of Scrums
• Tracking the "Definition of Done" and "Definition of Ready" for all work results of the development team
• Advising on information flow and communication improvements between Product Owner and project team
• Experience with automation, validation such as mandatory field checks, notification functions, creation of filters, boards, and reports via JQL, and setting up cycle time
• Use of Jira & Confluence
• Setting up a progress measurement for project management to transparently map planned vs. actual team capacities and actual efforts for user stories
• Measuring team progress: creating team KPIs: "velocity", "burn-down chart", "throughput", "costs", "quality", "scope"
• Evaluation of agile metrics, process management, and process modeling methods (BPMN, EPC, UML)
• Communication and moderation know-how
• Methodological competence proven in conflict discussions

• Senior agile practitioner in a complex, regulated pharmaceutical environment — facilitating Scrum ceremonies across three international teams (~40 people) while supporting delivery governance and agile coaching.
• Time-limited assignment to bridge the gap until the client could fill the role internally
• Facilitated all Scrum ceremonies (Sprint Planning, Daily Stand-up, Review, Retrospective) across multiple international teams; kept sprints predictable and productive
• Coached teams and Product Owners in agile practices within a GxP-regulated environment, pragmatically balancing agile ways of working with QMS compliance requirements
• Tracked and visualized delivery metrics, managed dependencies, and produced status reports for senior stakeholders and Steering Committee
• Stepped up to project leadership of the internal CCMS product initiative: introduced structured processes and transparent tooling into a previously low-governance environment
• Actively contributed to the company-wide Agile Community of Practice, including authoring blog articles on agile topics
• Commended for analytical thinking, reliability under pressure, and the ability to manage multiple workstreams simultaneously

Due to founding another company during COVID, the managing director stepped back from day-to-day operations, which left the team without leadership for around 3 years.

My task was to train a new Product Owner, shape the developers and the Product Owner into a cohesive team, and coach this newly formed team into a state where self-organized value delivery for the customer would be possible again.

Because of the political situation in the US, the main customer of my client saw a drop in revenue, 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 customers.

TASKS

• Training team and management in Scrum and agile ways of working
• Coaching a junior Product Owner up to PSPO II level
• Mediating conflicts in change processes
• C-level consulting and negotiation facilitation
• Developing and evaluating business models
• Leading the hiring process for 4 new employees

ACHIEVEMENTS

• Successfully coached Product Owner to PSPO II level
• Formed a cohesive Scrum team from a team without leadership
• Restored self-organized value delivery for the customer
• Successfully transitioned to AI-native development (Claude)
• Successfully changed the customer's business model

TOOLS & METHODS

• Team building
• NVC according to Rosenberg
• Conflict management
• Workshop facilitation
• Negotiation facilitation
• Leadership coaching
• Personio hiring

• Responsible for introducing agile methods within the Interface & Integration Team (2 Scrum Teams)
• Planning and delivering trainings in agile methods
• Facilitating workshops and Scrum events
• Removing impediments
• Increasing sprint performance

• B2B e-commerce platform with self-service portal; support of existing systems and development of a new website (go-live 2025) with 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 improvement
• Structuring and managing 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, team velocity doubled

• Restarting and improving the Scrum process
• Reorganizing and structuring the product backlog in Azure DevOps
• Defining and implementing agile KPIs to measure team performance
• Introducing medium-term planning iterations to ensure delivery dates
• Coaching an advanced development team in finding flow

Transition design, agile leadership, strategic client advisory as well as business development and internal positioning with the goal of reaching Principal/Partner

• Strategic Transition Leadership - end-to-end design and management of complex transformation programs in regulated industries; development of scalable target pictures, operating models, and governance structures
• Agile Enterprise Enablement - leadership and coaching of teams and managers; establishment of modern delivery mechanisms, portfolio control, and organizational design
• C-Level Advisory - advising board members and division heads on strategic decisions, roadmaps, organizational development, and transformation topics
• Business Development & Sales Impact - active role in bids, proposal development, and pitch situations; building a strong network and expanding the consulting portfolio
• Thought Leadership & Practice Building - positioning as an expert for insurance and banking; development of methods, standards, and internal networking
• Principal/Partner Track Contribution - deepening client relationships and strategically expanding the portfolio

• Independently managed the POS tender process for food service operations in department stores.

• Structured requirements gathering, both functional and technical.

• Created a management-ready specification as a basis for decision-making by management and IT.

• Market overview of relevant POS providers.

• Close coordination with Galeria's IT and business departments.

• Drove two cross-functional engineering teams within the SAFe framework to deliver backend and integration solutions for Visa’s Terminal Management and Cybersource Onboarding platforms
• Served as Program Coach for ten teams within the Platform Services organization, advancing Agile maturity, delivery alignment, and a culture of continuous improvement
• Orchestrated Agile ceremonies including Product Manager syncs, metrics reviews, inspect-and-adapt sessions, system demos, and leadership workshops to strengthen transparency, collaboration, and delivery performance
• Championed the rollout of the Re-imagine Work@Visa scaled delivery framework within the Agile Transformation Team, improving collaboration and delivery predictability
• Increased release frequency 18× per quarter by synchronizing distributed teams and developing a comprehensive release guide
• Partnered with the Release Manager to standardize deployments across Visa Data Center, AWS, and Mobile platforms
• Led teams to close all security findings and embed remediation into BAU, achieving zero open issues by mid-2024
• Directed the Security Findings Program across the portfolio, ensuring visibility, accountability, and progress tracking
• Supported the roll out of the OKR framework and led quarterly reviews to align execution with business goals
• Strengthened communication across distributed teams, removed blockers, and advocated for continuous improvement and automation
• Delivered on demand workshops for teams with raising maturity and adoption of best practices
• Co-founded a Center of Excellence and Agile Community of Practice to promote continuous learning and alignment
• Partnered with SRE and InfoSec teams on multi-region rollout and security initiatives to enhance reliability and compliance

• Facilitated Scrum ceremonies including Sprint Planning, Daily Scrums, Reviews, Retrospectives, and Backlog Refinement.
• Coached Product Owners on backlog prioritization, user story decomposition, and Definition of Ready/Done practices.
• Established Agile dashboards using Velocity, Burndown, Lead Time, and Cycle Time metrics to improve delivery visibility.
• Maintained project documentation, action logs, and Agile artifacts to ensure transparency and traceability of delivery activities.
• Conducted Agile workshops and team health assessments to improve collaboration and Agile maturity.

• Took over end-to-end management of the digital health platform HealthConnect, including a hybrid CRM portal and mobile applications (iOS and Android), and led a multi-stage transformation program from initiation through handover.
• Led a cross-functional team of 14 specialists in development, QA, UX/UI, and DevOps by facilitating planning sessions, coordinating priorities, tracking progress, and ensuring the timely delivery of key milestones.
• Managed project scope, timelines, risks, resources, and stakeholder expectations through structured project governance, successfully reviewing five change requests, with three approved and implemented.
• Coordinated the delivery of 10 core platform features, including real-time dashboards, push notifications, wearable integration, offline synchronization, and the migration of more than 310,000 legacy CRM records to support business growth and operational efficiency.
• Led stakeholder and steering committee engagement through regular project reporting, risk escalation, and the successful resolution of five of seven key project risks while maintaining delivery momentum and business alignment.

• 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.