Challenge: RTL+ faced the challenge of integrating OKRs into existing frameworks like Scrum and SAFe, which they had been using for years. To ensure a smooth adoption, they needed to upskill internal Agile Coaches and Scrum Masters.

Approach: I delivered OKR Master Training for internal coaches and OKR Deep Dive workshops for C-Level and Directors. Together, we developed strategies to seamlessly embed OKRs into the SAFe framework. Since then, RTL+ has regularly engaged me for coach-the-coach sessions to continuously enhance the skills of their internal coaches.

Key Activities:

• OKR Master Training for internal coaches
• OKR Deep Dive for C-Level and Directors
• MOAL (Mid-Term Goal) Workshop with C-Level and Directors
• Introducing “Lag & Lead Measures” concept
• Introducing “North Star Metric” concept
• OKR & Scrum & SAFe integration
• OKR & Opportunity Solution Tree

Challenge: Roche’s Agile Transformation Team had started implementing OKRs independently but faced difficulties scaling the process without increasing administrative overhead. They aimed to create stronger strategic alignment between teams, departments, and leadership while keeping the system manageable.

Approach: I conducted a comprehensive OKR audit and collaborated closely with Senior Management to establish a clear Mid-Term Strategic Focus for the next 12 months. Following my “OKR Solar System” approach, we redesigned the OKR framework by introducing new OKR teams that included Middle Management and department leads to foster cross-divisional collaboration. This reshaped approach quickly spread and was adopted in other regions like Central Asia and Caucasia.

Key Activities:

• OKR Audit & Analysis
• OKR Foundation workshops with C-Level and Directors
• Redesigning OKR structure to match their organisational design with squads and chapters
• OKR 101 sessions for employees
• Strategic goal development with leadership
• OKR workshops with cross-divisional leadership teams
• Training and mentoring internal OKR agents

Challenge: Rimi Baltic Group had implemented a cascading OKR structure that closely mirrored their organisational chart. This approach created challenges in managing and coordinating OKRs effectively. Like many companies, they struggled to make the system work smoothly and were looking for ways to fix it.

Approach: After reviewing their existing OKRs and structure, I introduced key OKR concepts, including my “OKR Solar System” model, to optimise their setup and foster a new mindset. This helped Rimi’s leadership rethink their OKR approach and apply it in a more valuable and flexible way.

Key Activities:

• OKR Foundation for C-Level
• Strategy Development with C-Level and Director
• Introduction to my “OKR as Solar System”
• Introducing “OKR & Health Metrics” concept
• Introducing “Output vs. Outcome” concept
• Introducing “Lag & Lead Measures” concept
• Setting Department and Team Level OKRs
• Sparring and supervision of internal Agile Coaches

Challenge: world4you recognized the need for a more structured approach to align their teams with the company’s strategic goals. They wanted a solution to foster transparency, accountability, and effective execution across all levels of the organisation. This led them to explore OKRs.

Approach: We began with an OKR Training for Leaders to ensure the leadership team fully understood the OKR framework and could champion it internally. Building on this, we conducted a Company Strategy Workshop to clarify and solidify strategic priorities, making sure OKRs aligned directly with the long-term vision.

Next, we formed a cross-functional OKR pilot team and guided them in OKR Workshops to set outcome-focused OKRs. To ensure a smooth transition, we provided ongoing Shadowing and Supervision of the internal team coach, helping her build the skills and confidence to become an effective OKR coach.

Throughout the cycle, we maintained close support via OKR Cycle Coaching, including bi-weekly check-ins, regular calls with the CEO, and constant communication with the internal coach. This kept OKRs relevant and obstacles addressed promptly.

Recognizing the role of strong leadership, we also delivered Coaching Sessions with product managers and team members alongside Leadership Development Training to enhance skills and promote a culture of collaboration and accountability.

Finally, we conducted an OKR Review and Retrospective to evaluate progress, celebrate successes, and identify improvement areas, reinforcing continuous improvement for future cycles.

Challenge: Vestel sought a new, effective way to execute strategy across its large and diverse organisation. After aligning on a shared understanding of OKRs, we launched a pilot with 3 cross-departmental teams focused on strategic themes, following my “OKR Solar System” approach.

Approach: With strong support from the CEO, we scaled the OKR implementation gradually across all business units. The program combined leadership workshops, team coaching, and hands-on facilitation to embed OKRs into daily work and build internal capability.

Key Activities:

• OKR Foundation workshops with C-Level and Directors
• OKR 101 sessions for employees
• Mid-Term Strategic Goal development
• OKR coaching for cross-divisional teams
• Training and supervision of internal OKR Agents
• OKR structure based on my “OKR Solar System”
• Team coaching to integrate OKRs into daily work
• Facilitation and moderation of OKR meetings and workshops
• Regular OKR process reviews with the integration team

Challenge: TeamBank’s management sought ways to embed OKRs effectively into their existing Scrum-based working systems. Internal Team Coaches and Directors engaged expert guidance to integrate OKRs smoothly into their organisational structure and daily workflows.

Approach: Through various training sessions and workshops, I guided them in understanding the essential distinctions and connections between the different frameworks and methodologies.

Key Workshops:

• “OKR and Scrum and SAFe” to explore the rationale and methods for connecting OKR, Scrum, and SAFe frameworks, as well as developing strategies for meaningful integration.
• “OKR and Metric Tree” to introduce key concepts such as Outcome – Output – Impact, Lead & Lag Measures, and Health Metrics, in order to use the right type of metric for the right purposes.
• “OKR & Business as Usual” to find a balance between strategic change initiatives and everyday operations, ensuring stability.
• “OKR and Team Topologies” to clarify the customer for each team, whether they are end-customers or internal teams.
• “OKR and Flight Levels” to investigate how Flight Levels can effectively bridge strategy and execution in conjunction with OKR.

Challenge: Accenture teams develop software for their client Volkswagen. Both organisations wanted to organise their work internally and collaboratively using OKRs to align on strategic priorities.

Approach: I was invited to deliver keynotes on OKRs at Product Retreat Days and other events where Accenture and VW teams gather to discuss and align strategy. The keynotes resonated so well that I was asked to coach and guide the leadership and OKR Integration Team regularly as a consultant and coach.

Key Activities:

• Keynote speaker at Accenture and VW events
• OKR coaching with and for VW leadership team
• Sparring partner for Accenture’s OKR Change Team

Challenge: After applying OKRs at the management level, UNO Flüchtlingshilfe decided to expand OKRs to the team level. They needed support to define mid-term strategic goals and guide departments and teams in working effectively with OKRs.

Approach: We began by auditing their current OKRs and defining a clear mid-term strategic goal. Departments and teams then started setting and working with their own OKRs. During the first cycle, I trained internal OKR Agents who could take over the OKR process after 2–3 cycles.

Over the following 1.5 years, I have provided ongoing coaching with regular sessions to supervise the OKR Agents, helping them overcome challenges. I also introduced new methods, tools, and frameworks to continuously improve their OKR capabilities.

Key Activities:

• OKR Audit
• OKR Foundation
• OKR 101 sessions for employees
• Mid-Term Strategic Goal development
• OKR Planning Workshops
• OKR Process Reviews
• OKR Alignment Workshop
• Training & Supervision of internal OKR Agents

Challenge: Shop Apotheke faced the task of integrating development teams, previously operating as an agency, into the main company as part of a larger product development initiative.

Approach: Following the merger of a SaaS agency responsible for developing the e-commerce platform, my primary role was to lead the organisational transformation from an inefficient client-provider dynamic to a strongly aligned collaborative cross-departmental partnership, which enhanced business agility resulting in faster flow and better product delivery.

• Organisational design along the customer journey to foster customer centric product development
• Forming cross-functional product teams through self-selection
• Cultural change beyond IT to align the whole organisation with the new structure and way of working.
• Building a Team of Team Coaches (Agile Coaches, Scrum Masters) to support teams in transitioning into their new roles and responsibilities.

As a key part of this transformation, I introduced OKRs to create a structured framework for developing and implementing the company’s strategy.

• OKR implementation integrated into Agile Transformation
• Vision & Strategy workshops with C-Level executives
• OKR Definition workshops involving HR, Product, BizDev, Marketing, Sustainability, and other strategic themes
• Customer and Employee Journey Mapping workshops
• Regular OKR Check-ins and Team Reviews

At Bigpoint I managed company-wide strategic projects, such as “migration from the monolith to microservices” and “product launch in South Korea”, that unleashed a huge growth for the company. While I was coaching product teams in roadmap planning I was asked to establish Portfolio Management in order to create company wide transparency and alignment vertically and horizontally. In course of which, 2016, I came across OKR and took the first steps of an OKR implementation with Scrum and Kanban teams.

Key Activities:

• 2015-2016: Establishing Programm Management & OKRs: As Advisor of C-Level and Directors I established Program Management and implemented OKRs to improve collaboration and transparency between Tech Platform Teams, Product Management , Games Studios, and Business Units. 
• 2014-2015: Corporate Strategic Initiative – Product Launch South Korea: As Project Lead, I led a major internationalisation project, coordinating with over 10 departments to launch a product in South Korea and MENA, driving international growth.
• 2013-2014: New Tech Platform & Migration: As Project Lead and Co-Product Owner I managed this corporate strategy project, collaborating with Central Technology, Production, Business Development, and Publishing to enable faster product launches and integrations.
• 2010-2013: Business Development Operations: With a team of 15+ Project Managers, Developers, and Designers I managed after sales projects to launch and promote products on international media platforms like Pro7, RTL, TV2, and TF1.