Working as a leader of a service delivery organization within Ericsson I learned about the power of agile culture and related methods. The feedback from the (internal) customer organization after an initial implementation period was very positive. Indeed, we drastically improved our lead-time (reduced with 50%) and increased our service level. I.e. our deliveries included much more value than before. A

Working for REWE-digital I learned what it means to truly have an agile mindset within a SW-development environment. Working as both a team coach and people manager/coach I could experience the strengths when the organization is at an advanced maturity level of agility.

Living in this utopia, I started to wonder how I could use my skills and abilities in an environment where having an agile mindset is still rather unexplored. How can I apply that what I learned in SW development domain within a HW Product development & production environment. As such I decided to join Saint-Gobain in 2019 to experiment how an agile mindset and related methods could revolutionize the business.

The learnings I made via these experiments included for me entering a new but related domain, i.e. innovation. Here I could benefit from the benefits of using methodologies similar to design thinking/lean startup. A second topic that caught my interest over the past years is what it really means to coach. In my experience, the word "coaching" is misunderstood as frequent as the word "agile" is misunderstood. I was a team-coach before, but was not really a coach, i.e. I did not really use the power of advanced coaching techniques. Currently I am exploring the wisdom of the east together with the knowledge of western psychology to coach those that look for help to understand their internal blockers and help people to remove them.