Linde Scheers

Chief Marketing & Growth Officer

LS Consulting & Coaching

I advise businesses of all sizes on:
- marketing/growth/comms strategy
- using AI to make marketing more efficient and effective

I coach:
- professionals who want to grow in their careers
- professionals who feel stuck in their careers and want to make a transition. 

I grow:
my investment portfolio by investing in female-led businesses

CMO, Advisor & Investor

eBay Deutschland

Shared market leadership and P&L responsibility.
Led Marketing and Communications for Germany, eBay's 3rd biggest market globally
Responsible for team of ~50 marketers. 
Transformed team performance and culture from a tactical to a strategic high-performance team driving brand perception, customer acquisition and retention
Unlocked long-term sustainable growth for eBay in Germany.
Member of the eBay Environmental, Social and Governance (ESG) Council and eBay's German and 
European Leadership teams

Various Companies

CMO, Advisor & Investor - Marketing, Communications, Growth

Responsible for PR, Marketing Communications, Content, Social Media and SEO for N26 globally driving customer acquisition, retention and brand perception & reputation. 
Led a team of 30 employees.

Global Marketing and Communications Director

Google

Led Android's brand and reputation efforts across Europe to drive brand perception and trust of Android in close collaboration with PR, policy and other cross-functional teams. Activities included overseeing large scale media campaigns (print, digital, social), publisher partnerships (Economist, FT, Süddeutsche Zeitung) and events (Web Summit, Mobile World Congress...)

Head of Brand Marketing, Android and Google Play, EMEA

Marketing lead, Android Brand and Reputation, EMEA

Leading product marketing for movies and TV, social media and consumer insights for Google Play across EMEA markets driving product growth and incremental revenue.

Marketing Lead for Movies, Social Media and Insights, Google Play, EMEA

Marketing lead for movies and TV on Google Play across Europe, focussed on driving awareness, consideration and conversion for Google's entertainment hub.

Product Marketing Lead for Movies&TV- Google Play, EMEA

Product marketing for large advertisers and agencies, focus on marketing Google's mobile solutions to drive incremental revenue from large advertisers.

Product Marketing Manager- Google Mobile Ads and Large Advertisers, DACH

Developed the accounts of long-tail advertisers in the Benelux market to
drive incremental revenue, specialized in Google Analytics

Online Media Sales Manager-Google AdWords

Freelance TV Production

As a freelancer linked to several production companies in Asia, I was responsible for pitching concepts for TV shows and documentaries, as well as assisting in script-writing and location scouting.

Freelance Concept Writer and Researcher

BASF

At the BASF Sustainability Centre I managed projects related to the internal and external communication of sustainability topics. Tasks included developing the web presence of the company's sustainability activities, creating a sustainability newsletter, setting up internal work groups on sustainability matters and managing customer enquiries about sustainability issues at BASF.

Sustainability Manager

Friedrich Ebert Foundation

During my time at the regional headquarter in Singapore I managed a portfolio of political and socio-economic projects in Southeast Asia. 
In addition, I also wrote and published articles and working papers on a variety of political and economic topics. Another responsibility was managing the internal (newsletter, internal publications) and external communication (website) for the regional office in Singapore.

Program Manager

I'm a Chief Marketing Officer with close to 20 years of experience in marketing, communications and sales. I'm a holistic "full-stack" marketer with hands-on experience in performance, brand, product marketing, CRM, customer insights, social media, SEO, content & measurement. I also have experience in applying AI to improve marketing efficiency and effectiveness.

I started my career in a non-profit. After finishing my MBA, I joined Google and worked for almost 10 years in various sales and marketing leadership roles. After Google, I led Global Communications for N26, a leading Fintech unicorn based in Berlin. In my most recent role at eBay, I was the CMO for Germany and shared market and P&L responsibilities with the country GM. I was also a member of the company's ESG council.

Originally from Belgium, I've worked in 7 different countries across Europe and Asia. I'm passionate about building purpose-driven businesses and driving sustainable growth through a combination of sales activation and brand investment.

I'm currently advising (marketing/growth/comms), growing my investment portfolio, and working on passion projects in the field of AI, marketing and sustainability.

Struggling to align your product strategy with technical execution? I use over a decade of experience in tech, including key roles at YouTube, to help you transform your product management and empower your team to work more effectively.

Interested in elevating your product team’s performance? Book a call with me ⬇️

https://bit.ly/3RPbHu4

Elias Lieberich

"We are overwhelmed. We need to hire another Product Manager."
 
I hear this every week.

And more often than not, it is the wrong move.
 
Adding more PMs often 𝘥𝘦𝘤𝘳𝘦𝘢𝘴𝘦𝘴 velocity. Why?
 
Because a PM's value comes from reducing ambiguity.

If you slice the product too thin, you create ambiguity.
 
Suddenly, you have two PMs fighting over who owns the "Sign Up" button.

You have more alignment meetings and less building.
 
My rule of thumb:

A PM’s scope should feel "just a little bit too big."
 
If they are comfortable, they can deal with more scope (and reduce ambiguity).

If the PM is drowing, maybe they just focus on the wrong things. 

More often than not, you might not need more headcout but just more focus.

And even if you need to hire, maybe a researcher, a designer or an engineer are the right addition to the capacity of the team.

Product Strategy & Leadership Coach | Ex-Google Product Leader | Empowering Companies to Achieve Outstanding Results

"We have a prioritization problem."

I hear this from product teams constantly. Too many ideas, too few resources, and everything feels urgent.

But after sitting down with Christian Idiodi for the 𝘗𝘳𝘰𝘥𝘶𝘤𝘵 𝘛𝘩𝘦𝘳𝘢𝘱𝘺 podcast, I realized most teams are misdiagnosing themselves.

You don't have a prioritization problem. 𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

In this episode, we break down:

1. Why "busy" is the most dangerous metric for a product team.
   
2. How to tell the difference between "No" and "Not Now."
   
3. Our favorite exercice, the written product narrative, to move your team from chaos to focus.
   
Christian is a force of nature (and a triple espresso in human form), and this conversation was just a lot of fun.

If your team is working hard but moving sideways, give this a listen - Link in the comments.

At the beginning of my career, I thought the answer to being a better Product Leader was in the next framework or bestseller. I believed theory would solve the complexity.

I was wrong.

The most impactful growth I’ve experienced happened in the  conversations I had with other practitioners  facing the same things I was.

This is a practitioner’s discipline. Theory is clean but the application is what matters; reality is always messy. I now recommend this to every leader and product practitioner: Stop looking for the perfect guide. Just talk to others, especially outside your team and company. 

Working them through some of your and some of their challenges is gonna teach you more than the next book (and is more fun)

"Show, don't tell."

It is the first rule of storytelling, but it is often the last thing product teams actually do.

We spend so much energy advocating for the perfect conditions, the right frameworks, the "empowered" setup, the strategy decks, before we have delivered a single tangible thing.

The best teams I have seen work differently. They don't ask for the perfect environment to succeed. They deliver progress first, then they talk about it.

They earn trust instead of demanding perfect conditions.

I am digging into this Wednesday next week with 💡Product Circle⭕ Chat.

If you are like me and you love an Australian accent and want to talk about this important topic come hang out with me and the amazing host Irene Liakos. I ll bring some real world examples too

Link is in the comments.

I am shocked that many software companies do not seem to have this concept: The on-call rotation.
 
My teams always had an on-call rotation: essentially one or two engineers running point throughout the week for releases and user issues.
 
It creates clear ownership for release management, but it is also a good way to dedicate time for technical debt in a smooth way.
 
Product Managers have no business being part of the engineering rotation, but I highly recommend at least participating in the conversation when teams hand over to the next.
 
It is a great opportunity to learn about the way the software actually works.

Here's an article about how you can do that with your team:

Open article: Why Executives Should Care More About Software Delivery - Product Matters by productmatters.io

Why Executives Should Care More About Software Delivery - Product Matters

A challenge for the Founders and CPOs:

If you could only ship ONE thing in Q1 to save your company, what would it be?

Not three things. Not a "platform rewrite." One deliverable that creates immediate value.

If you can't name it in 10 seconds, your team definitely can't. Ruthless prioritization is the only way to survive 2026.

What’s your one thing?

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Linde Scheers

Elias Lieberich

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The Battle

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Elias Lieberich

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Posts

Engagements

Likes

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);}Elias Lieberich's LinkedIn Performance

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