Nils Michaelis

Defining and maturing digital operating model together with the LEGO Group's 10 Heads of Digital Product, the Digital Technology Leadership Team, as well as CDTO and CPO:

• Define the roles and responsibilities throughout an end-to-end product development process
• Ensuring a slim portfolio and budget planning process
• Enable targeted team coaching and consulting based on product team health data
• Introduced a Product Assessment Framework to enable staffing of teams based on product complexity, business criticality/opportunity, and stakeholder complexity
• Introduced a new Digital Product Management career framework

• Organizational Development: Establishing processes and principles for new digital product organization together with the LEGO Group's first Head of Digital Products, CDTO, and CPO
• Transformation Coaching: Consulted Digital Technology members of Senior Leadership Group on how to introduce a product-led approach to product development, opportunity assessment, and goal-setting (OKRs)
• Product Leadership Coaching: Introduced new product leaders to their new role of leadership in cross-functional product team environments
• Discovery Coaching: Coached product teams on how to work outcome-focused, test hypotheses, validate ideas in the market, apply a value-driven mindset

• B2B go-to-market strategy for Playable's gamification products across Europe and North America
• Evolve gamification product offering based on identified market opportunities and competitive analyses
• Creating demand with focus on mid-market and enterprise businesses: grew marketing-enabled ARR by 58% from 2019 to 2020

• Establish first cross-functional product teams to develop new innovative products for e-commerce, fashion design, and supply chain management
• Consultant to CIO on how to establish a digital product organization in an established DTC organization
• Trained other product teams on how to work outcome-focused and practice dual-track agile (continuous discovery parallel to incremental and iterative delivery)

• Unlocking growth potential for both B2C and B2B products by practicing dual-track agile across 'Jobs-to-be-done'-structured product organization
• Turning market insights into product development potential for prospective enterprise customers
• Go-to-market approach as well as product innovation efforts made us grow from start-up to scale-up to market leader within 6 years time

• Product Marketing for Google's top revenue products Google Ads and Google Analytics across all markets in 42 languages
• Increased product retention and effectiveness through continuous channeling of market and customer insights to product teams and testing new product prototypes with goal to reduce product lapse or churn
• Reduced product complexity for new customers to reduce first-month churn from 70% to 46% (at ~25,000 monthly new customers worldwide)