Capgemini

Managing Consultant

Universitat Politècnica de Catalunya

Lecturer on the topic of Business Agility for a postgraduate degree.

Lecturer Business Agility

Talon Transformation

Managing and leading various global (Agile) transformation programs for our clients. 

- Implemented strategic OKRs in a government agency with 200,000 employees
- Assessed and improved various SAFe ARTs for multiple clients
- Helped a crypto company scale up from 5 to 15 teams, implemented Agile ways of working and coached leadership.
- Mapped and improved the collaboration between different departments, roles and teams in pharmaceutical clients, impacting 100+ people.
- Assessed the organizational maturity and delivered recommendation of improvement in multinational companies.
- Delivered workshops on Agile ways of working, impact mapping, team collaboration, ...

A.o. Almirall, Hipra, Socios.com, Kapsch, Marrocan ministry of education, Yara, ImaginBank.

Co-Founder & Agile Transformation Lead

Led the Agile Transformation in Caixabank from 4 to ~50 E2E development teams. Systemically scaling up the Agile product organisation, implementation of OKRs and flight levels together with key stakeholders and creating a culture of continuous improvement.

- Aligned the strategy and goals throughout the strategic-, E2E- and operational levels with the introduction of OKRs and organisational Feedback Loops.
- Defined and implemented specific Agile frameworks for different contexts in Caixabank and scaling of the Agile organisation (among others: Portfolio Management, Tribes, Chapters, SAFe, Scrum, Kanban).
- Helped the business and stakeholders in the process of managing their demands and involving teams in decision-making, Agile Leadership development.
- Set up, and continuous improvement of tribes and product teams through experimentation with best practices; team facilitation, training and coaching of Agile Coaches, Product Owners, Scrum Masters and teams.

Internally UST: Defined and set up the learning and growth paths for Scrum Masters and Agile Coaches within the Agile Transformation Practice.

Sr Agile Coach @ Caixabank

Lidl Digital

Responsible for the delivery (SAFe) of SAP S4 HANA and Hybris:
- Coordinated delivery in Scrum teams for the Order to Cash stream in LIDL's new European E-Commerce platform. (Transformation of ways of working, coaching of Scrum Masters, getting the business onboard.)
- Delivered a fulfillment solution as RTE  with 5 product teams.

Delivery Lead Ecommerce / RTE

Agile Coach / Scrum Master working with multiple international, remote, E-Commerce teams.

Agile Coach / Scrum Master

Nov 2017 – Apr 2018
Responsible for alignment between departments of the presales process for bids in the Corporate and LE market.

Sep 2016 – Oct 2017
Scrum project manager in large IT projects for various corporate clients of KPN.

Change agent in the Agile Transformation of the company.

Management Trainee | Young Talent Program

Loop - Business Models

Strategy and innovation consultancy for mostly multinationals and start-ups. Leading, and assisting in projects for creating new business models and new product- and service categories through the Design Thinking methodology.

A.o. RACC, CAF, Mocoffee, Aldi Spain

Business Innovation Consultant

Delft University of Technology

Coach and teacher in course Product Design at faculty of Industrial Design Engineering
Guiding students through the process of Design Thinking.

Coach & Teacher Product Design

Let's build effective IT organisations where people love to work!

For 10 years, I have helped organizations to improve (Agile) delivery.

I have led large transformation programs impacting all layers of the organization and up to 50 teams, and ran delivery programs of up to 15 SAFe teams where cross-team coordination is essential. My work involves aligning stakeholders and departments in transformation and delivery efforts.

I have a pragmatic and people-oriented approach, and facilitate change by building bridges between stakeholders and empowering teams to navigate resistance and adopt new practices that stick. My coaching supports personal growth, team maturity, and organizational resilience.

Previous I have worked in different roles like Transformation Lead, RTE and Executive Coach, and I know how to align many teams simultaneously. Also I am experienced in leadership development and have led multiple large delivery programs and Agile transformations.

SAFe Program Consultant and trained Co-Active and ORSC coach.

Anco van der Wurff

Engineering Leadership

Writing one of the fastest growing newsletters for engineers and managers. The goal is to help everyone to become great engineering leaders.

Become a subscriber:

Founder & Author

Maven

Teaching a highly-rated (4.9) top engineering course. 

In the course, we particularly focus on the development of much needed people / communication and leadership skills in order to grow from engineer to leader.

You can join here:

Course Instructor - "Senior Engineer to Lead: Grow and thrive in the role"

gregorojstersek.com

I mostly work with startups and scale-ups to build up great engineering organizations, build MVPs or scale the engineering org. My expertise is in aligning the business vision with technical solutions and building a high-performing engineering org.

Here are all the options to work with me:

Fractional / Interim CTO and Tech Advisor

Zorion

Leading the Software Development of the Fintech product from idea to the launch and growth to 10k+ users. Managing a fully remote Agile cross-functional team in various different time zones. Managing the tech direction, culture, setting the right processes and continuously improving them. Aligning all of the tech initiatives with org-level (business) goals.

Chief Technology Officer

Streamlined the software development process from sporadic to highly efficient, aligned with business goals. Led the transformation of the Technology department with a clear definition of roles and responsibilities. In charge of hiring and building up the tech department for the business needs. Technologies: React, React Native, Python, FastApi, Hasura, PostgreSQL, AWS.

VP of Engineering

ready2order

Managing fully remote Agile teams that are responsible for different products including the core POS application as well as internal middlewares for business processes. Responsible for Engineers, QA, DevOps as well as Delivery Managers. In charge of hiring and building up the teams. Coordinating with key stakeholders for different projects. Providing coaching and mentoring to direct reports.

Head of Engineering

ZenGRC

Managing fully remote scrum teams located on various different time zones and 20+ direct and indirect reports. Managing the direction, culture, setting right processes and improving them. In charge of growth of the teams and hiring. Working directly with team leads - providing coaching and mentoring. Coordinate deliveries across different departments.

Engineering Manager

Building features on the Risk and Compliance Management platform used by enterprise companies worldwide with technologies such as Vue, React, Python, Node.js to name a few. Leading a fully remote scrum team on building next-gen products. Coach and mentor engineers on the team. Managing the direction of the team and improving processes to optimise deliveries.

Senior Software Engineer, Team Lead

Sibit d.o.o.

Building web applications, e-commerce and other web solutions with technologies such as HTML, CSS, SCSS, Bootstrap, JavaScript, TypeScript, Angular, PHP, MySQL, C#, ASP.NET CORE, SQL Server.

Senior Software Engineer

GO Solutions

Providing services in regards to web, mobile and desktop solutions with different technologies such as SCSS, Bootstrap, JavaScript, TypeScript, Angular, React, Vue, Ionic, PHP, MySQL, Node.js, Express.js, MongoDB to name a few. Hiring external experts for the need of particular projects in different fields including Development, Project Management, Marketing, Sales and Copywriting.

Harvey Norman

Web solutions from design phase and all the way to finished developed phase with technologies such as HTML, CSS, SCSS, Bootstrap, JavaScript, jQuery, PHP.

Software Engineer

Faculty of Electrical Engineering and Computer Science

Working on different web solutions with technologies such as HTML, CSS, Bootstrap, Javascript, jQuery, PHP.

CTO | Author of Engineering Leadership newsletter (65k+ subscribers) - Helping you become a great engineering leader!

I am an engineering leader with a passion for solving complicated problems with innovative concepts. I love learning about new technologies, sharing my knowledge and teaching others. 

I have a proven record of successfully managing Agile teams, setting the correct direction and culture as well as creating right processes and continuously improving them. I have overseen hiring and building up the teams as well as have strong emphasis on coaching and mentoring to direct reports.

You can reach me at info@gregorojstersek.com.

Gregor Ojstersek

PM: “Can we get a timeline?”
Senior engineer: “Time is… a spectrum" :)

Happy Friday and have a great weekend!

CTO | Founder of Engineering Leadership newsletter (175k+ subscribers) - Helping you become a great engineering leader!

There are 3 main routes when it comes to Engineering Leadership:
- Management (Team Lead or Engineering Manager)
- IC (Tech Lead or Staff Engineer)
- Architecture (Software Architect)

I consider these to be starting engineering leadership roles, where people in such roles are expected to be multipliers for others and not primarily contributing by finishing assigned tasks.

And these are the skills you need to develop:
- System Design
- Leadership
- Management (for management path)
- Technical details
- Product/Business
- Communication/Influence

The level of depth you need to go in each depends on which path you take.

To help you with this.

Here are 200+ resources to get better at any skills mentioned above: https://lnkd.in/eRMgZ9Ee

What do I look for in a Senior Software Engineer as a manager?

There are so many different things that make a senior engineer. If I can sum all of them in 1 sentence, that would be:

A senior engineer should be able to independently understand the problem and find the right solution to it.

I am not just talking about technical solutions here. I mean solutions across different areas including communication, collaboration, mentoring and helping others.

And by no means do I mean that you need to have the right answers on the spot. A senior engineer is able to find and gather solutions from various of different sources.

Software engineering is too broad of a field to be an expert in everything or to know everything upfront.

As a manager, I wish to rely on a senior to make good decisions, do the right things and inspire others to do the same.

Learn more how to become a Senior Software Engineer here: https://lnkd.in/dUeAbHqD

Engineers must become multipliers in the AI-era.

The reason?

As tools for development have gotten better, the desired skills for engineers have moved from just pure knowing programming languages and frameworks (expected) to problem-solving abilities and people skills.

But what does it actually mean to be an engineering multiplier?

Being an engineering multiplier means being someone who amplifies the productivity and effectiveness of the engineers around them, not just focusing on their own output, but elevating the entire team.

An engineering multiplier doesn’t just ask, “What can I build?”, they ask, “How can I make everyone around me more effective?”.

And this is what multipliers are doing. They are:
- Improving team efficiency
- Sharing knowledge
- Raising the quality bar
- Enabling better decisions
- Mentoring and empowering others

To learn more, read this article: https://lnkd.in/ezWydu8T

This is how I do a full engineering org audit.

As a Fractional CTO and advisor, one of the common things that I did a couple of times this year was an engineering organizational audit.

I use the same approach as I would use in the first 90 days if I were to start a new full-time engineering leadership role.

1. The first thing I do is to really understand the pain points
In some cases, they have secured new funding and would like to scale and focus on hiring. Another reason may be that the CTO has left the company, and they would like to do a good overview of the current org before making any decisions.

2. The second thing I do is have 1:1s with the relevant people
The 3 main questions I normally ask here are:
- How are you feeling about your current work and projects?
- What do you believe is going well, and what could be improved?
- How can I support and help you?

3. Following, I go through all the relevant parts of the engineering org
I normally combine the second and this step together, as I am able to ask much better questions if I understand certain parts much better. I go through the documentation, check the codebase, overall architecture, and also assess all of the different parts:
- Hiring
- Culture
- Continuous growth
- Knowledge sharing
- Planning and alignment
- Onboarding process
- Release process
- Development process
- Incident management process
- Security

4. Provide suggestions for improvements and present the findings
I make sure I note all the important info in the board and finish by providing my suggestions for improvements. After I have everything prepared, I present my findings together with my suggestions.

To learn more, read my latest article: https://lnkd.in/e35MCdPx

Included in the article:
🎁 Checklist For a Great Engineering Organization
🎁 Board For a Great Engineering Organization

I've checked OpenAI's report on the state of enterprise AI.

They surveyed over 9000 people from various fields in 100+ enterprise companies. Plus, they shared the data on the usage of their services.

Some interesting insights:

- Users report saving 40–60 minutes per day using AI tools

- Australia, Brazil, the Netherlands, France, and Canada are above the global average in the number of paying business customers of OpenAI (Australia by far in the first place)

- ChatGPT message volume grew 8x and API token consumption per organization increased 320x year-over-year (from November 2024)

To learn more, tomorrow, I'll be sending out my full thoughts and insights on the report.

To not miss it, join 175k+ engineering leaders here: https://lnkd.in/eNSKBMUf

Do enterprise companies even use AI?

This was the question that came up frequently in some of the conversations I had with engineers and engineering leaders across the industry.

Ever since the increase in popularity of AI tools → many people have been doubtful regarding security, sharing sensitive data, and overall compliance factors regarding the usage of such tools.

This has been especially prevalent in enterprise companies, as many have previously chosen to restrict such tools.

But now OpenAI has published their report on the state of enterprise AI, and one thing is clear to me:

A lot more enterprise companies are using AI tools these days -> there has been quite a big increase in usage in the last 12 months.

Learn about the state of enterprise AI in my latest article: https://lnkd.in/eJ7BBsa5

taplio

The Battle

Anco van der Wurff

Gregor Ojstersek

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The Battle

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Gregor Ojstersek's LinkedIn Performance

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