About me

Projects and clients

More than 30 years of software, data, projects and organizational development — from programming to leading transformations. Feel free to reach out if you need references for specific clients or projects.

• Interim Team Lead

  Deutsche Rentenversicherung Bund

  Led a team of 11 developers in a highly regulated environment; restructured delivery into small cross-functional units with end-to-end ownership and migrated a COBOL landscape to Java in increments.

  Details

  • –Led a team of 11 software developers in a high-stakes, reliability-focused environment
  • –Held delivery responsibility across 100+ domain-specific business procedures, supporting legally regulated processes that span multiple institutions and affect millions of pensioners
  • –Worked across multiple integration points between pension insurance organizations and external institutions such as courts, registration authorities, and health insurers
  • –Operated in a high-volume data-processing environment where a small change, like an address update, can trigger multi-step downstream processes across multiple systems
  • –Focused on data integrity, traceability, and continuity of service, because data loss or inconsistencies cannot happen
  • –Restructured how work was delivered into small cross-functional units with clearer end-to-end ownership, reducing handoffs and waiting points
  • –Modernized a COBOL-based landscape through an iterative migration to Java, keeping systems stable while migrating in increments
  • –Used staged rollout patterns to reduce failure risk and control operational risk in live operations
  • –Worked within complex stakeholder environments and decision paths typical of large public-sector organizations, where alignment is a primary constraint

• Scrum Master

  SEFE Energy GmbH

  Building a modern data platform in a politically sensitive environment across Germany, the UK and France; creating clarity and delivery discipline in a vendor-heavy setup.

  Details

  • –Joined the former Gazprom Germania during the post-nationalization phase after Russia's war against Ukraine, in a politically sensitive environment with inherited structures and ways of working
  • –Supported an effort to build a modern data platform while core cloud foundations were still being established, across Germany, the UK, and France, with multiple external delivery partners
  • –Worked in a vendor-heavy setup with layered management structures, where decision paths were long and engineers were far from end users and business outcomes
  • –Operated under shifting platform and architectural direction, which led to repeated resets of plans, pipelines, and implementation approaches
  • –Faced persistent ambiguity in requirements and ownership, with domain decisions often disconnected from data expertise and delivery execution
  • –Created clarity and structure in day-to-day execution despite parallel, competing initiatives across the enterprise landscape
  • –Drove practical improvements in collaboration, transparency, and delivery discipline within the area of influence, under significant organizational constraints
  • –Observed high churn in specialist roles and the resulting loss of continuity, which reduced delivery effectiveness
  • –Facilitated focused workshops and team-building sessions that improved trust and day-to-day collaboration in a fragmented setup
  • –Bridged disciplines by connecting cloud engineering more closely with infrastructure and reconnecting data modeling with business context, while simplifying and stabilizing the backlog where possible

• Agile Coach & Scrum Master

  AstraZeneca · Virtusa

  Built a tailored scaled agile framework for several data-driven end-to-end teams, established leadership coaching and introduced the flight level concept with product circles.

  Details

  • –Constantly delivering data products, data insights, and data science products for marketing and sales departments
  • –Setting up a customized scaled agile framework from scratch for several data-oriented cross-functional delivery teams with end-to-end responsibility
  • –Setting up and conducting regular agile leadership coaching
  • –Explaining and introducing the main building blocks for successful agile teams to the leadership team, providing practical examples and methods for: mindset and values – agile way of working – training and learning – autonomous agile teams – roles and responsibilities – inspiring vision – customer journey and customer centricity – business values and KPIs – DevOps – optimal working conditions and support – decision making – fun – fail fast / Fehlerkultur – safety and trust – direction and reliability – technical excellence – feedback – continuous improvement – tools – scaled agile
  • –Coaching the product owners and the leadership team in how to measure the business impact of agile teams and how to map the work of the agile teams to the business goals of the department, measuring the results and the impacts on all flight levels
  • –Setting up a product circle managing several product teams, consisting of POs, subject matter experts, and the leadership team
  • –Introducing and applying the flight level concept with elements of Kanban, based on Dr. Klaus Leopold: product teams on the operational level, product circles on the operational portfolio level, leadership team on the strategic level
  • –Introducing a definition of done, writing it down in Confluence and making it mandatory for all product teams
  • –Defining a definition for refactoring and technical debt
  • –Simplifying Jira and Jira processes

• Scrum Master

  INTERGAST

  Part-time engagement in a highly effective product team with strong product ownership: end-to-end workflows for foodservice wholesalers with high adoption and clear business value.

  Details

  • –Part-time engagement in a highly effective product team where my role was intentionally light, as the Product Owner was exceptionally strong and operated with clear ownership, focus, and judgment
  • –Worked with one of the best Product Owners I have encountered, enabling fast, pragmatic decision-making and a consistently positive, high-trust team dynamic
  • –Contributed to a delivery setup that functioned like a hidden champion: a small, focused team building high-impact applications for large-scale foodservice wholesalers supplying schools and canteens
  • –Supported a product ecosystem going far beyond ordering, handling end-to-end operational workflows with high user adoption, significant transaction volumes, and clear business value
  • –Observed and reinforced a model of agile delivery driven by results rather than visibility: strong traction, real users, real impact

• Scrum Master

  Qualcomm

  Built stable cross-functional product teams across four countries and three time zones; introduced automated CI/CD pipelines and shifted from status-driven to outcome-driven ways of working.

  Details

  • –To transform into an agile company, I helped the customer understand how to build cross-functional and stable agile product teams together with the business and how to do projects and requests within the product teams
  • –Helping the customer understand that this is a major change that requires alignment among all IT leaders and coordinated communication until the mindset changes from project teams to product teams among all IT employees
  • –Establishing a functioning way of working in a team across 4 different countries and cultures (Germany, Singapore, India, China) and 3 different time zones
  • –Holding sessions to clarify roles and expectations within the teams
  • –Helping to solve several conflicts
  • –Explaining the necessity and establishing automated CI/CD pipelines – build and deployment were manual when I started
  • –Pointing out alternatives to deadlines and milestones in the classical waterfall approach: running software and continuous progress, business value and collaboration with business and customer satisfaction instead of waiting too long with delivery and therefore rushing at the end of the project
  • –Explaining and demonstrating the difference between a status-oriented way of working (What's the status) compared to a result-oriented way of working (What do we want to achieve in this sprint and how do we get there)

• Scrum Master

  Microsoft · ZF Group

  Greenfield prototype for real-time material and data flows in manufacturing; established a refinement process and created role clarity in the team.

  Details

  • –Supporting the team in developing a greenfield prototype without knowing the detailed requirements from the beginning and developing innovations throughout the project
  • –Supporting the team to develop an application in Azure DevOps with Power BI interface fed from multiple data sources like SAP, scanners, lifts, databases and with a unique real-time presentation of data and material flow
  • –Supporting the team in mastering the complexity of the supply chain of material with several production halls, driveways, and various production lines and breaking it down into a suitable data model
  • –Setting up a refinement process to better understand the requirements and the business value of each story
  • –Improving the quality and quantity of the sprint results through better-described user stories
  • –Creating a glossary with explanations and pictures about the manufacturing process for those team members who were new to the industry
  • –Defining together with the team roles, responsibilities, and expectations for more clarity about the teamwork during the sprint
  • –Escalating the non-existing capacity of the product owner and helping the customer find a new person for this role and coaching the new product owner in agile working

• Agile Coach

  Allianz Kunde und Markt GmbH

  Built and led a scaled delivery setup, growing from 4 independent teams to 7 teams within a unified tribe model.

  Details

  • –Built and led a scaled delivery setup, growing from 4 independent teams to 7 teams within a unified tribe model
  • –Part of a three-person leadership team accountable for ~80 people, with direct reporting and regular updates to the board of directors
  • –Established value-based steering across the tribe, ensuring teams were aligned to business outcomes and measured through tribe-level KPIs
  • –Drove portfolio-level alignment via joint refinement across all Product Owners, shared prioritization for the next delivery period, and roadmaps connecting work to outcomes
  • –Introduced an epic template that enforced end-to-end scope, quantified expected business value with numbers/data/facts, and enabled learning through user feedback and KPI tracking
  • –Delivered measurable business impact through service automation, with all teams contributing validated outcomes tracked via KPIs
  • –Addressed underperformance transparently: when one team did not achieve the intended results, it was assessed objectively and then restructured and dissolved in a coordinated, structured way
  • –Built a continuous improvement system using health checks and root-cause analysis (Ishikawa), with visible impediments and clear ownership to remove systemic blockers
  • –In parallel, bootstrapped a new BI team from scratch, enabling dashboards that made business-case achievement measurable across teams and products

• Scrum Master

  BestSecret Group

  Increased delivery speed by 100% by removing systemic blockers and raising work intake quality through a clear Definition of Ready.

  Details

  • –Increased productivity and delivery speed by 100% by removing systemic blockers and raising work intake quality through a clear Definition of Ready
  • –Cut refinement cost and cycle time by reducing grooming to the minimum effective group: 1 IT architect and 1 business analyst instead of 10+ externals per story
  • –Improved delivery predictability by strengthening refinement before planning, reducing mid-sprint churn and end-of-sprint spillover
  • –Reworked BI team collaboration and responsibilities across Product Owner, business analysts, and engineers to improve end-to-end flow and accountability
  • –Shifted the team from “build what was asked” to “optimize for business value,” emphasizing value clarification so engineers could choose the right architecture and implementation
  • –Made technical debt visible and manageable by separating it into a dedicated view and planning it down incrementally rather than letting it accumulate silently
  • –Coached the Product Owner on practical discovery and prioritization techniques (User Story Mapping, Mind Maps, MoSCoW, Kano) to improve decision quality
  • –Increased transparency through lightweight documentation and stronger daily coordination focused on outcomes rather than status
  • –Implemented capacity planning and forecasting based on historical throughput and available capacity to support realistic commitments

• Senior Project Manager

  ProSiebenSat.1 Media SE

  Analyzed a complex legacy monolith with many interfaces and recurring failure modes, deriving a robust approach for its replacement.

  Details

  • –Analyzed a complex legacy monolith with many interfaces and recurring failure modes across adjacent applications
  • –Assessed the cloud migration request and clarified feasibility, risks, sequencing, and constraints
  • –Defined a project vision and explicit success criteria to shift debate from opinions to measurable outcomes
  • –Aligned stakeholders in a controversial setup, documented decisions, and set clear goals and non-goals to prevent scope drift
  • –Established executive transparency with bi-weekly board reporting and crisp decision points
  • –Coordinated with cloud strategy leadership while the broader strategy was evolving in parallel
  • –Integrated data protection, compliance, IT security, and central architecture early to avoid late-stage rework
  • –Built the core team, extended team, and steering committee and made collaboration work despite limited part-time capacity
  • –Planned timeline, milestones, budget, and risk management and controlled delivery end-to-end
  • –Introduced Kanban-based execution (AQRO) and Jira boards/dashboards to reduce overhead and make flow and blockers visible
  • –Iteratively refined the technical approach from lift-and-shift assumptions toward automated infrastructure (infrastructure as code), safer database setup, and incremental hardening
  • –Worked with AWS Professional Services, negotiated usage costs/discounts, and organized AWS trainings to raise delivery capability
  • –Created an iterative test concept and ran test management to validate outcomes and reduce deployment risk
  • –Completed the proof of concept on time and within budget, enabling a unanimous decision to broaden cloud migration and launch an organization-wide cloud readiness assessment
  • –Demystified a polarizing cloud debate by grounding decisions in evidence, constraints, and validated learning

• Scrum Master

  BMW Group

  Supported two development teams within an international program of around ten teams, coaching teams and Product Owners to improve execution and decision-making.

  Details

  • –Supported delivery for two development teams within an international program (~10 teams overall), coaching teams and Product Owners to improve execution and decision-making
  • –Facilitated core delivery cadences (daily coordination, refinement, planning, reviews, retrospectives) with a focus on outcomes, flow, and accountability
  • –Introduced practical backlog and prioritization techniques to improve decision quality (issue cards, MoSCoW, Kano, value–risk matrix)
  • –Helped Product Owners build and communicate a product vision grounded in real product context, strengthening shared understanding between engineering and product
  • –Improved planning effectiveness by separating preparation and decision-making, increasing team self-organization and reducing delivery churn
  • –Created a program-level assessment report with observations and concrete improvement approaches for leadership
  • –Structured a daily Product Owner sync to clarify topics, dependencies, and cross-team coordination
  • –Improved release demos and release notes to make outcomes visible, increase transparency, and strengthen motivation through recognition of delivered work
  • –Built views of epic progress to expose scope, dependencies, and risks across teams
  • –Established a program-level impediment backlog, drove follow-ups, and enabled cross-team collaboration on cross-cutting concerns
  • –Created exemplary architecture documentation (apps, AOSP, Bluetooth) to support cross-team alignment and communication to line departments
  • –Developed KPI suggestions with engineers, aligned with program expectations, and defined next steps for measurement improvements
  • –Introduced program-level risk management using observations and interviews with long-tenured staff, maintaining a structured risk list
  • –Worked out feature team test management using Jira, Xray, and test automation with Gherkin/Cucumber
  • –Created a big-picture map of scope ownership and architectural dependencies across feature teams

• Global Project Lead

  Landeshauptstadt München

  Interim overall program leadership for a project with three subprojects, from conception to implementation, combining classic and iterative delivery.

  Details

  • –Overall interim program leadership for a project with three subprojects, spanning conception to implementation, combining classic and iterative delivery methods
  • –Managed a complex, strategic initiative (approx. 6 years duration, ~50 people, ~€10M), including project organization, governance, and cross-functional coordination
  • –Shifted execution away from pure waterfall by establishing an iterative approach and strengthening delivery cadence and transparency
  • –Built stakeholder alignment by forming a cross-functional steering committee, coordinating with peer project managers, identifying interfaces and synergies, and increasing customer satisfaction
  • –Introduced missing project management practices and artifacts, and supported the PMO in improving and standardizing methods
  • –Owned budget and controlling, adapted plans based on cost-controlling feedback, and prepared decision templates covering cost, timeline, and scope trade-offs
  • –Led overall planning and supported subproject planning, including goals and non-goals, phases, scope of supply/services, and delivery objects
  • –Created project structure plans, bundled work packages, and aligned estimates with team capacity; built schedules and resource plans in MS Project (incl. Gantt planning)
  • –Controlled execution through regular progress reviews vs plan, initiated corrective actions, prioritized with stakeholders, and managed risks with early communication and mitigation measures
  • –Established project communication and reporting: management status reports, working sessions, recurring cadences, and interdisciplinary collaboration
  • –Provided content guidance and requirements support: analyzed customer needs, deep-dived technical issues, and mediated between business and technical requirements roles
  • –Oversaw coordination of geodata digitization, ran quality gates for functional concepts, and created test concept and test plan
  • –Worked with the data protection officer to ensure compliant delivery under the EU GDPR

• IT Project Manager

  BMW Group

  Ran a call for tenders including requirements, evaluation and award decision.

  Details

  • –Execution of a call for tenders
  • –Content-related preparation of topics, stakeholder involvement, selection of the bidding circle with the purchase department, creation of the invitation for tenders
  • –Description of the existing application landscape, creation of a specification of services, milestone plan, measurable acceptance criteria for delivery items, definition of the cooperation model, execution of question and answer sessions with the vendors, offer check, price sheet review, preparation of purchase documents (signed technical vendor approval), comparing offers, conducting evaluation rounds, coordination of the approval process, personal notification of cancellation

• Service Manager

  Sandvik Coromant

  ITIL-based service management: developed project goals together with the customer, built up services and improved them continuously.

  Details

  • –Advice to the customer and joint development of the project goals according to ITIL
  • –Coordination and communication between customer and support team (national and international)
  • –Support for compliance with service level agreements
  • –Supporting monitoring and controlling the processing of incidents and service requests in the 1st and 2nd levels
  • –Analysis of support and ticket volumes
  • –Supporting customizing the ticketing system
  • –Monitoring the escalation queue in the ticket system and controlling the processing
  • –Support in collecting and creating optimization suggestions
  • –Continuous improvement of existing service processes as well as the implementation of new processes & workflows
  • –Control customer inquiries and improve internal customer care
  • –Evaluation of target values, creation of ticket statistics and management reports
  • –Agile project management using Scrum
  • –Coordination between end customers (national and international) and their IT departments, customer, software developers (internal and external), support team (national and international), international key account managers, headquarters of the tool manufacturer
  • –Analysis of customer tickets and communication with customers and stakeholders
  • –Derive change requests in cooperation with the support team
  • –Support in creating user stories and functional software designs
  • –Support in sprint planning
  • –Maintaining the backlog
  • –Assistance in testing the software
  • –Support for the rollout (national and international)

• Project Leader

  Gemeindeverwaltung

  Planned and introduced new processes together with the administration and the IT department.

  Details

  • –Planning the new processes in collaboration with the customer and the IT department
  • –Planning and controlling the required hardware resources
  • –Support in the ordering processes, communication with suppliers and communication service providers
  • –Planning the installation of mobile devices and customizing
  • –Supporting the installation and administration of mobile devices
  • –Supporting the delivery and adaptation of technical interfaces of mobile devices to meeting rooms etc.
  • –Training of users in the municipal council, workshops with the municipal council and the mayors
  • –Preparation of training materials and manuals

• Project Manager

  SkyWork Airlines AG

  Project management with close stakeholder communication and jointly developed goals.

  Details

  • –Communication with the stakeholders and joint development of the project goals
  • –Research and conceptual design of the delivery objects together with the project team
  • –Effort estimates and proposal creation
  • –Controlling the realization and the adherence of the time schedules
  • –Coordinator of all project participants
  • –Risk management and advice to decision-makers on changes to deadlines, output and costs
  • –Optimization of SkyWork Airlines website
  • –Relaunch website SkyWork Travel
  • –Optimization of online marketing processes
  • –Acceptance support for the employees affected by the merger of Aaretal Reisen and SkyWork Travel through identification with the new website
  • –Coordination of approval and bringing into production
  • –Training of users in the content management system

• IT Teacher

  Akademie für Kommunikation Baden-Württemberg

  Designed and delivered interdisciplinary teaching (practice company, business administration, computer science).

  Details

  • –Creation of a concept for the interdisciplinary teaching (practice company, business administration, computer science)
  • –Creation of an online platform for the presentation of the student projects
  • –Introduction and inclusion in the teaching concept
  • –Iterative analysis of the state education plans and analysis of the supplementary offer of the private school
  • –Iterative preparation of schedules and teaching materials, evaluation criteria and framework conditions
  • –Creation of ideas for student projects and accompaniment of their presentation and performance evaluation
  • –Implementation of the results and experiences in the overall concept of the private school
  • –Project-oriented, student-centered and interdisciplinary teaching
  • –Strengthening the methodological skills and soft skills of the students, education for independent work
  • –Profiling the private school in the market through interesting student projects

• Consultant

  Porsche AG

  Details

  • –Definition of roles in project management
  • –Description of the requirements and tasks
  • –Introduction of the roles in the team
  • –In addition to project work: software development in Java in projects for Porsche (e.g. Car Configurator)

• Senior Programmer & Consultant

  Accenture · DB Schenker

  Details

  • –Business requirements engineering and technical requirements engineering
  • –Analysis of the customer's business processes in order processing of freight traffic
  • –Adapting the business processes to the changed legal situation (liberalization of freight traffic)
  • –Conception of the requirements of the software in cooperation with the specialist departments
  • –Creating functional and technical software designs
  • –Supporting the offshore team in software development
  • –Supporting the test team by writing test scenarios

• Software Engineer

  Allianz Lebensversicherungs-AG

  Details

  • –Procedure according to V model
  • –Analysis of the requirements of the department and offer preparation
  • –Creating activity and time schedules
  • –Software development in Java
  • –Testing the software and coordinating the department's test
  • –Deployment of the software on the test and integration system
  • –Coordination of the productive circuit by internal service providers
  • –Support of the department in daily use
  • –Publication: Prozessintegration im internetgestützten Vertriebsprozess der Allianz Lebensversicherungs AG, dpunkt Verlag

• Web Developer

  AGI Think Tank Task Force Agency

  Details

  • –Programming of the front and backend (B2C and B2B) with PHP / MySQL, HTML / CSS, JavaScript
  • –(Agency had to file for bankruptcy, therefore only short activity)

• Database Developer

  Heidelberger Druckmaschinen AG

  Details

  • –Development of the concept together with the customer (Personnel Development Department)
  • –Analysing the data, modelling the data using an ER model, developing the database including an interactive user interface for reading and manipulating the data
  • –Creation of a user manual
  • –Preparation of the rollout in cooperation with the internal IT
  • –Training the users and presenting the database software to decision-makers in the group

• Research Assistant

  Universität Stuttgart · Fraunhofer IAO

  Details

  • –Collaboration in the market strategy team “Product Design” in several project research projects
  • –Conception and creation of an internet literature database for the joint project “Home in the 21st century”
  • –Developing an archive database, creation of internet pages and preparation of presentation and documentation documents

• Holiday Job

  UNICOR GmbH · Bosch Rexroth