Take responsibility from problem and economics through to delivery.
The shift
Back to the whole problem.
After years of specialising in digital products and organisations, I am again working across the full problem — business, customer, delivery and operations.
2017 — 2025
Deutsche Telekom Group / Magyar Telekom
Head of Internal Digitalization Center of Excellence
Budapest
Jun 2017 — Jul 2025
What I did
Built a 5-person support unit into a multidisciplinary product organisation.
Built 100+ digital products and solutions with my teams.
Generated €4M+ in revenue for Magyar Telekom from work commissioned across Deutsche Telekom Group.
Ran a portfolio of around 10 concurrent products and initiatives.
Recruited and developed around 25 people.
Led up to 11 direct reports.
Developed Product Managers, Designers, Scrum Masters and Software Engineers.
Built products used at Group scale, including one chosen by around 100,000 colleagues.
Established Deutsche Telekom’s first approved use of AI on confidential data.
The shift
From solving problems to building a system that could solve them repeatedly.
Individual solutions became products. Products became teams. Teams became organisational capability.
To build an organisation that did not depend on me.
Less managing. More ownership, judgement and leadership in the team.
A colleague I had originally recruited eventually grew into the leadership role and took over my position.
2021 — 2022 · concurrent
Deutsche Telekom Group
Product Manager — MagentaGaming
Romanian–German product organisation
Aug 2021 — Jun 2022
What I did
Managed product work within a Romanian–German organisation of around 40 engineers.
Replaced sequential handovers with a shared product-delivery flow.
Cut the path from product change to production from months to days.
Turned user feedback into live product changes within the same week.
Reprioritised work around observed user problems instead of requested features.
The shift
Fast delivery is not the same as product success.
The team delivered faster. The product still failed commercially. That pushed my focus further towards discovery, user evidence and deciding what not to build.
Created a common collaboration approach across Deutsche Telekom subsidiaries.
Coordinated international SharePoint migrations.
Drove the harmonisation of Exchange environments across participating companies.
Aligned central technology teams and local companies around shared implementation plans.
The shift
From local solutions to solutions that could travel.
The work now had to function across companies, countries and technical environments. That made reuse, governance and adaptability part of the solution from the beginning.
