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Work Background
PMOGA - PMO Global AllianceMember of the Judging Committee, 2024 PMO Global Awards
Jun. 2024 - Sep. 2024
PMO Global AllianceMember of the Judging Committee, 2023 PMO Global Awards
Jun. 2023 - Sep. 2023
Raisin Bank AGHead of Change Management and Transformation
Nov. 2022Frankfurt, Hesse, Germany
PMO Global AllianceMember of the Judging Committee, PMO Global Awards 2021
Jun. 2021 - Oct. 2021
RaisinHead of Portfolio and Programme Management
Mar. 2021 - Jan. 2023Berlin, Germany- Transformation and change, part of the management group, leading a team of portfolio and programme managers
- Setting the ways of working for Product and Engineering
- High-level Release Management: Works across Product, Engineering and the Raisin Business Units, to ensure that planned releases are not just ready to release from an engineering perspective but also from a company, customer and partner perspective.
- Connect to OKRs: Works with Product to make sure releases are connected to company OKRs
- Manages project plans and sequencing: points out dependencies and gaps, tracks and coordinates program portfolio, including schedules, reporting potential delays, and helping to mitigate them. - Risk Amplification and Mitigation: Makes resource needs and gaps transparent. Amplifies and facilitates mitigation of cross-functional issues and risks.
- Transparency: Invests pointendly transparency-- keeps all stakeholders informed; escalates as needed to keep the risks low (or simply known) and velocity high.
Process Frameworks: Advocates lightweight and effective processes and protocols. Helps create frameworks for smooth and productive operation.
- Optimisation: PrM drives process optimization by spotting issues and promoting them
- Quarterly planning and retrospective
- Holistic View: Has a holistic view over scrum teams, ensures they are synchronized.
- Owns and Runs Cross-functional team meetings:
- Connecting tissue among product teams
- Compassionate Collaboration: PgM are action-biased and compassion-driven, working keenly to understand company’s and teams’ and individuals’ context in order to facilitate optimally.
PMO Global AllianceMember of the Reviewing Committee, PMO Global Awards 2020
Jun. 2020 - Oct. 2020
Raiffeisen Bank RomaniaHead of Project Management Office & Agile Transformation, Operations & IT Division
Apr. 2018 - Jan. 2021Bucharest, Romania• Establishes, manages and constantly reviews the Project Management governance across the entire organization, overseeing the proper execution of all demand & change management processes, according to the best practices
• Assures project portfolio function within RBRO, grouping the projects in order to maximize the overall business results through economic use of resources, while ensuring alignment to Bank’s strategy
• Facilitate dependency management / prioritization across the projects, programs and short flows as an independent function between Business lines and IT
• Provide PMO related reporting to senior management, stakeholders and RBI Group • Performs continuous what-if analysis and impact analysis on running and pipeline portfolios in order to optimize the portfolio productivity and capability to sustain the bank’s strategy, while identifying risks and interdependencies
• Budgeting for project portfolio
• Set the vision and strategy for the Agile transformation, drive the way in which Agile is implemented in RBRO
• Integrate methodology and implement change of processes, Agile standards and ceremonies, way of working • Define roles and responsibilities within the Agile teams, conduct and/or facilitate Agile trainings bank-wide
• Generate cultural change and expose the RBRO employees to Agile through evangelism, meet-ups and the agile community
Raiffeisen Bank RomaniaSenior Director, Head of Constructions & Real Estate, Large Corporate Customers
Oct. 2016 - Mar. 2018Bucharest, Romania
Raiffeisen Bank RomaniaSenior Director, Head of Constructions, Durables and Services Department, Large Local Corporates
Mar. 2011 - Sep. 2016• Development and implementation of sales strategy of the department in order to achieve targets (KPIs)
• Budgeting and budget execution monitoring;
• Managing a portfolio of more than EUR 60 mio in assets and more than EUR 3.5 mio in revenues
• Supervising the process of originating and credit structuring
• Team management: team recruitment, hiring, coaching, developing and evaluation
• Relationship management
Raiffeisen Bank RomaniaSenior Corporate Relationship Manager, Large Local Corporates - Durables & Constructions
Apr. 2007 - Jan. 2011• Experience in managing the relationship with large local companies (over EUR 25 mil. annual turnover) acting in construction and durables industries; • Coordinating multi-functional teams;
• Credit structuring, corporate restructuring, customer acquisition, project finance, structured trade finance, investment projects, direct factoring, cash management products, treasury products; • Identifying new business opportunities according to the department’s objectives
• Planning, budgeting, administration and reporting activities;
• Monitoring and providing regular feedback related to Bank’s products and services
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