I build things
that work.

I built the concept and led the development of a company-wide foundation for digital work across Magyar Telekom. By positioning a greenfield, upgraded SharePoint environment at its centre, we turned a platform previously used mainly for document storage into a place where employees could create collaboration spaces, share knowledge, and digitise or automate everyday processes themselves. This simplified the IT landscape and led to the retirement of several legacy platforms. SharePoint remains at the centre of Magyar Telekom’s intranet to this day.

I designed the methods and chose the technologies that let a small team build digital products for Deutsche Telekom Group companies worldwide. My team and I built more than 100 products this way. Some scaled through reach — like our Kanban Board, chosen by more than 100,000 colleagues globally. Others scaled through breadth, becoming part of many different ways of working far beyond their original use cases. A handful of people could build once and create value repeatedly across the Group.

I built and led an internal product organisation from the ground up. I recruited people and developed them into Product Manager, Designer, Scrum Master and Software Engineer roles, building teams that could take business problems through to working products. The team generated more than €4 million in revenue for Magyar Telekom from work commissioned across Deutsche Telekom Group. The organisation continues to grow under a colleague I originally recruited, who grew into the leadership role and eventually took over my position.

My design counterpart and I cut the time it took to move product changes into production from months to days. User feedback could become a live product change within the same week. I was Product Manager for MagentaGaming, a B2C gaming product, where we achieved this by bringing design and development into a shared delivery flow instead of working through sequential handovers.

We moved AI from generic experimentation towards real business data. My team and I built an AI-powered Excel Analyzer for spreadsheet-based business information and established Deutsche Telekom’s first approved use of AI on confidential data. The approved employee-feedback scenario showed that sensitive AI use can work when the purpose, safeguards and limits are designed into the product from the beginning.

I designed a company-wide specialist model that gave every Magyar Telekom area a nominated colleague responsible for bringing digitalisation capability into their organisation. I took the model to senior leadership and built the training and support around it. Years later, more than 300 business applications built on the shared foundation were still part of the environment.