Agile Transformation Lead / Agile Project Manager / Agile Coach

2/2019 – 1/2023

Standardising processes with agile principles and software development best practices for 10 scrum teams
▪ defining company DoD/DoR and empowering development teams to deliver sprint increments selfmanaging and efficiently
▪ setting and aligning development’s OKR within IT-platform and guiding development teams towards
targets’ achievement
o Responsible for driving the transformation roadmap to scale agility across the organisation
▪ defining and implementing agile scaled development framework for the whole company as per
SAFe (15 scrum teams and 20 departments)
▪ analysing status-quo, preparing a blueprint on how agile principles can be applied to an appropriate
operating model
▪ coaching development teams and stakeholders on agile practices and company way-of-working
▪ aligning with stakeholders and C-level on the rollout approach and timeline
▪ piloting new agile operating model as per agreed scope and defined areas
▪ steering the rollout of multiple initiatives and applying I&A to continuosly improve and scale the agile
framework
o Accountable for building agile capabilities and steering vendors through agile contracts
▪ hiring and up-skilling agile talents
▪ line manager of agile leads (scrum masters and agille delivery leads, 8 direct reports)
▪ contract and vendor management (> 3 million-yearly budget)
Achievements:
o lmplemented HD scaled agile framework (based on SAFe) achieving a common platform, where digital
solutions were designed/developed and finally released at a scaled program level
▪ coached stakeholders and main contributors (more than 40 colleagues) within the scaled framework
▪ guided development teams at applying agile and engineering best practices through I&A
▪ demand priotization cycles were introduced achieving commitment between business and technical
stakeholders on the company targets
o Streamlined the delivery cycle for the whole company optimazing collaboration and efficiency in delivering
digital solutions
▪ IT development’s KPI were achieved at success: velocity gap was reduced by 20% and
development efficiency increased by 15% (yielding a cost saving of 250k quarterly)
▪ SonarQube was introduced to support automated code scans and better planning of tech-debt
removal: unit test coverage increased from 10% to 60% and code security and maintainability’s
rates achieved and maintained SonarQube’s top scores (A-B)
o Vendors’ KPI were introduced towards better quality assurance
▪ test driven development (TDD) applied as pilot for the scrum teams, test automation (feature test)
increased by 25% and target average bug ratio (15%) was achieved for all scrum teams
▪ optimization of product’s budget and team’s performance by turning long-term fixed price container
contracts into quarterly based SoWs with stable scrum-teams and agreed-to development metrics

Agile Entwicklung, Kontinuierliche Integration (CI), Prozesscoaching, Prozessoptimierung, Salesforce, Unternehmer-Coaching

5/2018 – 10/2018

Responsibilities:
o Leading global cross-functional teams in India and Germany (project size 10-25 employees) for large digital projects in the pharma industry.
o Responsible for the project plan and project execution of multiple projects from kick-off until go-live (average project budget 400K EUR)
o Accountable for the project estimation process i.e. defining scope and preparing statements of work including deliverables, milestones, project staffing and budget monitoring
o Steering project communication during project execution: resource planning, risk register and financial forecast
o Stakeholders management through the project phases
Achievements:
o Achievement of target sales
▪ all new target projects were sold (total value: 500K EUR in a period of 4 months)
▪ rollout project: sales target was exceeded by more than 30%
o New project acquisitions and sucessful coutries roll-out for a multinational dermacare brand
▪ new post-golive assignments were acquired (e.g. hypercare and support projects) and delivered with a margin increase of 5%.
▪ end-to-end project management (exploration, design, implementation and testing) for the delivery of a mobile solution based on Adobe AEM and its rollout in 6 countries (UK, Sweden, Germany, Poland, Dubai, Thailand). Rollouts were delivered on scope, budget and timeline

Digitalisierung, Programm Management, Projektmanagement (IT)

6/2016 – 3/2018

Responsibilities:
o Leading the digitalisation of processes for the entire organisation
o Defining and establishing project management procedures as well as agile delivery cycles
o Guiding project teams and vendors through IT-PM cycle i.e. requirement analysis, design, customization,
testing, training and final go-live
o Steering communication with executive board, internal teams and vendors
o Managing UAT and data Import
o Training teams in agile practices
o Leading sales pitch process for new CRM System, creating the RfP, establishing vendor selection criteria,
managing vendors’ proposals and final contract negotiation
o Responsible for designing Shanghai Sunrise CRM processes, the implemenation and customization of a
CRM/Event (cloud system) as well as its integration with PSP such as Wechat
Achievements:
Successful implementation, customization and integration of CRM system as per target MVP’ features, budget and
timeline. Thanks to the new CRM system Shanghai Sunrise automated its charity processes such as, sponsor
management, sponsorship renewal as well as charity events. The new system also facilitated planing and
launching e-campaigns. The new end-user app enabled also the sponsors to pay, manage donations, renew
sponsorships and register for charity events online.

CRM Beratung (allg.), Digitale Transformation, Schulung / Training (IT), Technische Projektleitung / Teamleitung, Training - Coaching-Kompetenzen