A new core application is to be developed for all KTM dealers and stakeholders, integrating data from a wide variety of existing data sources. Due to the phased rollout, the new system and the predecessor system must be operated in parallel, which is to be ensured by appropriate syncs.

• Improved cycle time by 11%
• Organization and moderation of PI Plannings with over 100 participants, both on site and remotely
• Strategic support of the product lead team in rollout and project planning to maximize project results
• Coaching multiple, internationally distributed teams at the same time
• Acting as Lead Scrum Master within the Scrum Master team
• Supporting the Agile Release Train (ART)

My role:

• As a Scrum Master in a SAFe environment, I stabilized a team that was originally supposed to be disbanded after several Scrum Masters failed.
• I was able to ensure that we maintained velocity even though we expanded the development process (and thus the DoD) from one to three environments. 
• As a result, we were able to deliver features 13% faster. 
• Furthermore, I ensured continuous improvement by facilitating encouraging retrospectives which were rated with an Ø-ROTI of 9,3/10.

An augmented reality solution was developed to significantly reduce the repair time of machines in the production hall and thus increase efficiency.

• Developing detailed and goal-oriented project plans that act as a roadmap
• Monitoring and control of budgets and regular progress analyses
• Professionally communicate and proactively manage stakeholders and customers to meet their expectations and strengthen relationships
• Risk and issue management

My role:

• As project manager, I made sure that we continuously gathered customer feedback very early during the development process. 
• As a result, no bugs were reported by the customer after the solution was handed over. 
• In addition, my planning meant that the project was completed in time and below budget (-9%).

Development of an information system regarding CO2 emissions of products and services

• Ensuring compliance with all relevant legal requirements through thorough analysis and clarification of the legal framework to minimize risks and maintain project integrity
• Defining the scope and methods together with subject matter experts
• Coordinate and define company-wide ESG KPIs: Develop and implement division-wide KPIs to support the corporate strategy
• Reporting on progress and budget to C-level: Regular and transparent communication of project progress and budget to C-level management
• Reviewing project portfolio for progress and use of resources
• Creating project presentations for the steering committee (top + senior management)
• Facilitating the yearly process of project budgeting

My role:

• Thanks to my effective stakeholder management (15 key stakeholders across departments, also on C-level), I was not only able to sensitize top management to the topic of sustainability, but also the operational employees. 
• As a result, I developed a project plan with the technical experts and moderated the corresponding workshops.

A new team was set up to develop new products/services and thus new revenue streams. To be able to iteratively test the corresponding business ideas quickly, the team was to work using agile methods.

• Facilitation of Scrum ceremonies: Facilitating scrum meetings to encourage team dynamics and maximize productivity during development cycles.
• Creating a timeline for development and launch of innovation projects: Develop and monitor accurate timelines to ensure innovation projects are completed on time and on budget.
• Responsible for the product development of a crypto payment service

My role:

• As a Scrum Master, I coached the team in Scrum and Design Thinking so that the entire team was able 
  • to work iteratively very quickly and internalize the Scrum way of working 
  • to test business ideas very quickly
• This approach resulted in a reduction of approval time by 21% and getting early customer feedback saved 30% of the budget. 
• Besides, I implemented an idea funnel that allowed us to increase the growth rate of ideas submitted by the organization by almost 15%.

An IT tool had to be developed in order to track the progress of the regional sales strategies all over the world.

• Defining and analyzing the needs and functionalities of the strategy tool
• Creating a formal record of the gathered requirements and how the system should function. This documentation serves as a blueprint for development.
• Developing a prototype to test and validate the design and functionality before full-scale development.
• Aligning with Strategy Executive sto ensure that the tool aligns with the overall strategic goals and objectives of the organization.

My role:

• As a product owner for this tool, I collected requirements in alignment with stakeholders and future users and created first prototypes. 
• My prototype received 15/17 positive user feedback comments on its clarity, ease of use, and visual appeal. 
• Furthermore, 80% of the user feedback was incorporated into the final mock-up, resulting in a more intuitive and user-friendly design.

As a trainee I ran through several departments of the company, e.g. sales, HR, finance, etc.

• Organization of customer events (e.g. BMW M Drive Tour)
  • Alignment with cooperation partners
  • Invitation management
  • Preparation of the event venue
  • Facilitation of follow-ups
  • Result: 6% of the attendees bought a luxury car.
• Revamping the test driving process:
  • Benchmarking with competitors
  • Process analysis and optimization
  • Conducting workshops
  • Result: Revamped process led to an increase of the NPS from 7,1 to 8,9
• Conception of a talent pool:
  • Scope definition with internal stakeholders
  • Conducting workshops