Dr. Nico Thümler

I introduced the Objectives and Key Results (OKR) framework to a 650-employee organization within the REWE Group to enhance strategic alignment and operational efficiency.

• Introduced Objectives and Key Results to an organization with 650 employees.
• Trained and coached 21 internal OKR coaches.
• Trained and coached executives on how to use OKRs.
• Led project management of the change project.
• Integrated OKRs into the organization.

I helped a controlling team to deal effectively with many stakeholder requests across many channels. The aim was to establish an efficient and focused way of working.

• Introduced Kanban within the team.
• Managed inbound channels using timeboxes or by visualizing them on a board.
• Employed time management techniques, such as focus times, to enhance effectiveness.
• Continuously optimized the process through regular retrospectives.

My responsibility was the agility of u+i. I helped my colleagues to create an environment in which they could react quickly to changes and work effectively and autonomously. Scientifically sound and pragmatic.

• Agile diagnostics
• Development of lean & agile organization
• OKRs
• Scaled Scrum
• Evidence Based Management
• Training
• Coaching

• Scrum Master in 4 hardware and software teams
• Introduction of a scaled Scrum framework (combination of Nexus and Spotify Scrum)
• Scrum for software teams
• Kanban, Scrumban and Modified Agile for Hardware Development for hardware teams
• Collaborated with Product Owners to refine requirements and ensure alignment with business goals.
• Optimized resource allocation by identifying and addressing bottlenecks in project workflows, leading to reduced time-to-market for product releases.
• Streamlined release processes through close coordination between development teams and operations staff.
• Reduced technical debt by actively identifying areas requiring refactoring or architectural improvements during sprint planning sessions.

I was responsible for the sale of human resources software with a focus on time recording and personnel resource planning. My contacts were the managing directors, HR managers and production managers of customers ranging from medium-sized companies with 150 or more employees to large corporations in the industrial, logistics and public sectors, and I was responsible for strategic projects and business development.