In my role as Digital Transformation Lead, I drive the strategic implementation of digital initiatives that create tangible value for both customers and the organization. I focus on bridging technology and human collaboration, integrating all technical, processual, and human „puzzle pieces“ to transform and digitalize both our internal organization as well as the customer journey.

As the disciplinary head of the backend division, I was responsible for leading four product teams comprising over 20 experts and managing an annual budget of ca. €2.5 million. In this role, I assumed strategic and operational leadership, including directing, guiding, and mentoring product managers, technical team leaders, and developers.My responsibilities covered the entire range of backend services – from procurement, distribution/marketplaces, order management, logistics, and finance to payment transactions and customer service.

In this strategic role, I led the tech and data strategies as well as the operations of a diverse tech product portfolio within a corporate group that was listed at the NYSE.I was responsible for:• Managing priorities, resources, and dependencies across the entire tech product portfolio, of a company that at its peak (FY22), recorded a net revenue of €1.063 billion and a growth of +31% compared to the previous year.• Leading the transformation of the company's product management organization towards a scalable platform, both technical/product-related and organizational.• Creating and retaining healthy, self-organized, and highly functional domains and product teams through active listening, facilitation, and guidance.In my additional role as product leader, I took on the disciplinary leadership and management of a specific product line in the area of backend operations & logistics solutions.My main responsibilities included:• Disciplinary leadership of the product line, including direct leadership, management, and development of several Product Managers/Owners with a focus on "Order to Cash" backend processes and an annual budget of approximately €1M.• Initiating and implementing product-driven strategies and cross-functional initiatives to ensure tight alignment with corporate objectives.• Building and maintaining the culture within the teams, underlined by effective mentoring and the promotion of accountability and self-organization.

Led a team of 8 developers within the Order to Cash domain.• Product Ownership: Developed backend services for the Order to Cash area, including logistics & order management, multi-hub, customer service, as well as finance and payment transactions.• Crisis Management: Responsible crisis manager for the entire Backend/ERP team of over 20 developers in 6 teams, managing and overcoming crisis situations to ensure business continuity.• Building Product Chapter: Onboarding and coaching for 6 new Product Managers/ Owners and establishing a PO/PM chapter to promote best practices and knowledge sharing within the organization.

Initial experience in ERP and e-commerce shop projects, both in the role of IT project manager and lead, as well as a Scrum Master.

Spending my training years in two different E-Commerce Teams. First in Purchasing (~1,5 years) and second in the IT-Project Management (~2,5 years).Later writing my Thesis „Agility and Scrum in IT projects: Possibilities of a Situation and Action Field Analysis Presented with the Case Study internetstores GmbH“

As a co-founder of a startup focused on redesigning the tech-recruiting process through digital innovations, I played a central role in developing the concept into a market-ready product. I led Product, Development, and UI/UX, managing a team of up to 10 people at its peak.