• Strategische Produktberatung für einen führenden autonomen Mobilitätsanbieter beim Aufbau eines Agile Release Train (ART) für Flottenmanagement. 
• Alignment der Produktvision über mehrere Organisationseinheiten und externe Partner (SDS-Provider, OEMs) hinweg ? Transition von manueller Flotte zu autonomem Betrieb. 
• Adaption von SAFe-Strukturen (Solution Train, ART-Setup, Capability Discovery) als Rahmenwerk für die partnerübergreifende Produktentwicklung. 
• Einführung AI-gestützter Prozesse zur Stakeholder-Analyse und Anforderungskonsolidierung. Konsolidierung der Produktdokumentation ? Fleet Asset Handling, Fleet Analytics und Datenstrategie ? zur Stärkung der Investor-Readiness-Storyline. 

Mein Kunde, ein Verlagshaus, befindet sich in einem Transformationsprozess seiner Geschäftsmodelle und benötigte Unterstützung in den Bereichen Datenmanagement, Künstliche Intelligenz und strategisches Management.

• Die Datenstrategie wurde weiterentwickelt, um den neuen Anforderungen gerecht zu werden.

• Meine Tätigkeit umfasste das strategische Handlungsfeld KI von der Betreuung von Use-Case Filterung und Umsetzung bis zur demokratisierung der Technologie im Unternehmen

• Es wurde eine Grundlage für zukünftige Leistungs­messung und Zielsetzung geschaffen, indem markenübergreifend sogenannte KPI-Bäume etabliert wurden ? von der höchsten Managementebene bis hin zu Team-Zielen.

• Die Mitglieder der Geschäftsleitung (SVPs) wurden im Hinblick auf notwendige Anpassungen im Strategieprozess beraten und auf die Einführung eines ergebnisorientierteren, quartalsweisen Zielsystems vorbereitet.

Interims-Produktmanagement für dynamischen Stromtarif, Anlagenoptimierung und Analytics

• Verantwortung für die Feature-Entwicklung von der Discovery-Phase bis zur Wirkungs­messung für mehrere Funktionen, darunter ?Ladehistorie für E-Fahrzeuge?, ?Preisvorschau? und ?Verbrauchsanalysen?.

• Konzeption und Umsetzung der ersten größeren Funktion nach der initialen Produktphase erfolgreich abgeschlossen.

• Deutliche Steigerung der täglichen und monatlichen aktiven Nutzer:innen (DAU, MAU) der Zielgruppe um über 50?%.

Managementverantwortung für die Integration eines US-Teams zur Einführung der MOIA-Technologie für autonomes Fahren in Austin, Texas

• Onboarding von Mitarbeitenden der VW Group of America und Argo ? sowohl vor Ort in den USA als auch in Deutschland

• Entwicklung und Abstimmung eines Konzepts zur organisatorischen Integration

• Optimierung der Teamstruktur und der wertschöpfenden Prozesse

• Einführung eines gemeinsamen Zielsetzungs-Frameworks

• Begleitung und Unterstützung der ersten Entwicklungsiterationen

• Leading the collaboration and process design for a new target setting process in MOIAs agile software development which includes Strategy, Tactic / Company Roadmap with 3 year outlook and quarterly target setting for value creation
• Setting the foundation on director level for the translation of the company strategy to tactical increments to build a company roadmap using some of the elements from flightlevels
• Enabling Agile Coaches and the company to introduce and continuously improve the target setting process
• Empower teams to define outcome bets based on lean value tree methodology based on our experience with OKRs which we introduced for about a year before

• Creating concept and storyline for an autonomous journey demo with a upfitted interactional vehicle from a passenger and operator perspective
• Defining technical setup for the interactive demo including in and out of the vehicle interactional elements and multiple actors
• Presentation of the demo for group strategy and other senior management stakeholders embedded in a one day autonomous mobility presentation
• Recording of the demo and supervision of video production for internal usage

• Analysis of products to be built based on a subsidiary that was closed down
• Creating and organizational design for the new product teams and business domain aligned with the ongoing transformation process towards stream aligned teams
• Hiring Manager for Product Owners for open positions with the new teams
• Interim Management of teams to deliver critical products for product operations and go-live activities

• Transformed data teams from component-based to stream-aligned teams focused on value creation and building products, whilst ensuring platform teams are self-sustaining and operational
  • Defined the p?roduct portfolio for the Execution Business Domain 
• Helped the other 4 business domains incorporate data capabilities into their teams like f.e. pricing or demand prediction
• Shaped the foundation the organizational design with the other directors and senior management members
• Guided the POs, Agile Coaches and the rest of the organization through the transition with the other Directors of Product and Technology

• Identification and design of a KPI set for Ridepooling which is still being used and made it into the new transportation act
• Productising data capabilities with rapid development PoCs like the first production ready demand prediction services in just under two weeks
• Building the foundation of the data organization including staffing and hiring
• Creation of a self-service analytics platform based on Tableau for reporting and analytics purposes
• Introducing data lake as a platform for product teams
• Managing governance and compliance of data and data processing processes

• Actively managing budget-, time- and scope for the Program Manager
• Helping sub-project managers to proceed in their projects
• Reporting to senior management within XING
• Applying project management methodology for example the Introduction of risk management
• Driving various decisions including creation of decision proposals for senior management on how to proceed with certain aspects of the projects

• Responsible for scope, budget and time in a Prince 2 project as well as responsible for reaching program critical quality gates
• Managing suppliers and partners for cloud and on-premise infrastructure
• Enabling other projects in the program in container based software environments
• Representation of two project manager during their absence
• ?Transition to private cloud infrastructure

• Project manager time, budget and scope responsible for tendering multiple projects of advanced analytics and prediction based on publicly and privately available datasets
• Expert to create scope of the tender, evaluation matrices and additional documentation
• Supervision of the tender process including participation of negotiation processes
• Managing additional partners that collaborated throughout the project
• Assessment of bids and qualified judgment of the sufficiency of technical solutions offered

• Responsible project manager for scope, time and budget for the migration of database technologies of the data warehouse and ETL software components
• Responsible project manager for scope, time and budget for the migration of the SAP ERP data source as part of an SAP introduction including Introduction of SAP HANA
• Managing multinational subsidiaries and their data requirements
• Managing Japanese stakeholders for data processing
• Expert role as a quality specialist, introducing bug tracking process and managing external suppliers