Atlassian Experts in Vienna

Technologies: Azure DevOps, Jira, Confluence, Office 365 (Teams, PowerPoint, Copilot, Excel, SharePoint, Forms, OneNote, PowerAutomate, Word), DataDog, Conceptboard, Python, AWS, Claude, Perplexity Methodology: Scrum

• Steering and supporting the organization in the rollout of Scrum and in the introduction of a SAFe-inspired, quarterly roadmap and portfolio planning at program level.
• Servant leadership for Scrum teams and managers to achieve quarterly goals and measurably increase value creation for internal and external customers.
• Design and expansion of efficient communication and collaboration structures between multiple development teams and key stakeholders in the organization.
• Facilitation and professional moderation of cross-functional workshops and management meetings to align on shared goals.
• Coaching leaders, Product Owners, and development teams on agile values, role understanding, and scaled ways of working (Scrum, SAFe, Business Agility).
• Removing structural obstacles at team and organization level through targeted impediment management and escalation processes.
• Enabling teams to work with greater self-organization, personal ownership, and end-to-end responsibility across value streams.
• Individual coaching of key people (Product Owners, Chapter Leads, Scrum Masters) to strengthen their impact in the transformation program.
• Organization-wide identification, planning, and implementation of process, structure, and tool improvements to sustainably increase efficiency, throughput, and value creation.
• Close support for Product Owners in stakeholder management, prioritization by business value, product strategy, roadmap planning, and effective collaboration with development teams.
• Introduction, governance, and scaling of Azure DevOps as the central project and product management tool, including coaching the organization on usage, reporting, and alignment at all levels.

Achievements:

• Clear increase in the visibility, transparency, and perceived value creation of the development teams within the overall organization.
• Noticeable improvement in communication between development, business, and other stakeholders.
• Optimization of work processes, workflow, and backlog structures, which reduced lead times, sharpened priorities, and sustainably increased team effectiveness.

• Organizational Change Management as part of a group-wide, supranational sales transformation, serving as the core of a broad restructuring of business-critical areas, with end-to-end control of the change process and long-term embedding and securing the future readiness of sales.
• Initiation and end-to-end steering of the sales transformation program, including in-depth analysis to identify, assess, and strategically involve all relevant stakeholders, making tactical use of their specific business interests and influence.
• Conducting advanced, detailed change impact analyses to predict the organizational effects of the transformation, deriving a tailored change strategy, and developing a change roadmap and a change story as the core narrative of the campaign.
• Designing and implementing an integrated communication and action plan to ensure maximum transparency, effectively manage unspoken expectations, and actively guide a change process that is clear and understandable for all stakeholders.
• Active management of all transformation phases, including the setup of robust monitoring mechanisms for continuous progress analysis and forecasting based on recommended and jointly defined KPIs.
• Establishing an agile analysis and adjustment cycle to continuously assess the effectiveness of implemented measures, identify challenges early, and fine-tune the change strategy in time.
• Conducting precise gap analyses to identify skill gaps in the sales team in the context of the new strategic direction, and deriving and developing targeted qualification measures (e.g. coaching, training).
• Comprehensive reduction of resistance to change by turning opposing stakeholder mindsets into proactive change-driving change ambassadors.
• Deep and sustainable realignment of sales structures and processes in full alignment with the company’s overall goals.
• Qualitative and quantitative improvement of sales efficiency and performance as a direct result of the implemented transformation initiatives and capability-building programs.

• Analysis of extended requirements related to existing controllers in an industrial plant
• Creating concepts for storing and visualizing sensor data
• Communication with PLCs
• Microservice architecture
• Unified architecture
• AI-based evaluations of sensor data
• Technologies used: .NET 8, Minimal API, Postgres, MQTT, RabbitMQ

• Conducting a feasibility study on introducing an in-house DWH as a central data source
• Conducting workshops for current state analysis (processes, reports, KPIs) together with the clients
• Gathering and detailing business requirements including a target concept for an in-house DWH
• Coordinating and clarifying data deliveries and interfaces in meetings with stakeholders and data providers
• Developing initial data models as a basis for data quality and later implementation
• Drafting solution variants including architecture and operation options and decision basis
• Creating the business case including effort estimates, cost-benefit analysis, and decision report

Completed project assignment · 12/2025 – 06/2026

• Current state & interviews: Analysis of team structure, roles, responsibilities, dependencies, knowledge distribution, seniority, and agile maturity through one-on-one, team, and stakeholder interviews.
• Team diagnosis & risks: Structured assessment of skill level, ownership, willingness to learn, collaboration, communication, and team fit; analysis of knowledge concentration, risks for operations, team, and product, as well as external perception with root causes and improvement suggestions.
• Target-state options & impact analysis: Development of structural options and assessment of their effects on collaboration, delivery speed, responsibilities, quality, and knowledge distribution.
• Organizational design & alignment: Introduction of measures to distribute knowledge and responsibility, improve collaboration with departments and external teams, define the stakeholder communication framework, and provide recommendations for involvement in the technology relaunch.
• Management decision basis: Documentation of implemented measures and their effects; option catalog with risks, consequences, and scenarios for team and product, plus a final overall recommendation. The scoped analysis and optimization assignment was successfully completed at the end of June 2026.

Current tasks

• Scrum Master / Agile Coach for two complex teams: Further development of agile collaboration and self-organization, facilitation of Scrum events, and impediment management.
• Delivery & team development: Improvement of requirements and refinement processes, clarification of roles, responsibilities, and workflows, as well as further development of the team and knowledge distribution.
• Cross-functional alignment: Coordination between development, Product Owner, Requirements Engineering, UX/UI, architecture, and stakeholders.
• Cross-area analysis: Examination of communication paths, process deviations, dependencies, processing times, and status transparency, with derivation of concrete improvement measures.

• Setup and maintain Prometheus and Grafana via Docker for more than 2.000 services.
• Setup CI/CD with Ansible to provision and maintain Prometheus and Grafana.
• Metrics visualization and segregation in multiple dynamic dashboards.
• Setup of real time alerting for critical services.