Five practices, refined over seventeen-plus years of leading engineers through ambiguity, growth, and delivery pressure.
People are an organization’s most valuable asset — not a resourcing line. As Development / Technical Lead at MSQ DX, and before that leading E-Commerce, IT, and Online Marketing at JACOB Elektronik, my role has consistently been to clear obstacles, protect focus time, and make sure the people closest to a problem have the authority and context to solve it well.
From acting Head of Shop Frontend Components at 1&1 Telecommunication SE to full disciplinary leadership across three departments at JACOB Elektronik, to owning technical direction and resource planning as Development / Technical Lead at MSQ DX today — I set direction teams can actually execute against, and stay close enough to the work to earn the trust that leadership requires.
Certified as a Professional Scrum Master (PSM) and Professional Scrum Product Owner I (PSPO I), with IREB-certified requirements engineering (CPRE) behind that. I’ve used Scrum, Kanban, Scrumban, and OKRs to keep delivery cadence honest rather than aspirational, across telecom, e-commerce, and agency environments.
Growing engineers into leaders is the highest-leverage work I do. At MSQ DX I mentor and coach up to 46 engineers at a time, in German and English; earlier in my career I trained IT apprentices as an officially recognized Ausbilder at 1&1, and coached working students through both 1&1 and JACOB Elektronik.
Translating between engineering reality and business urgency is a full-time skill. As the single point of contact for internal stakeholders and external clients — across projects spanning Germany, Switzerland, Singapore, and the USA at MSQ DX — I make sure the right people get honest signal, not sanitized status updates.
Walk through the platforms and teams it shaped, from telecom to e-commerce to AI tooling.