Stuttgart Region
I help product and customer experience teams make better decisions by turning customer insights into clear, actionable inputs for product, CX, and roadmap improvements—particularly in complex, international environments. My work sits at the intersection of Customer Insights, Voice of the Customer (VoC), and Customer Experience (CX). I connect fragmented customer signals—qualitative research, surveys (NPS, CSAT), customer feedback, and behavioral data—and translate them into structured insights that teams can use in day-to-day product and experience decisions. I focus on building and scaling customer insight systems, including VoC programs, customer feedback loops, and research workflows that move organizations from reactive feedback to consistent, decision-ready insight. This includes identifying where customers struggle, synthesizing insights across sources, and translating findings into practical recommendations that work within real-world product and operational constraints. I’ve introduced and scaled customer feedback programs (CSAT, NPS, MSAT), built participant panels, and standardized research and insight workflows that connect customer insights directly to prioritization, quality, and product decisions. I also enable product managers and designers to run consistent, high-quality research through clear processes, frameworks, and documentation. My work has supported enterprise products reaching 1,300+ customers and $100M ACV, while improving clarity, alignment, and confidence in customer, product, and CX decision-making. I’m best aligned with teams where Customer Insights and VoC are embedded into product, CX, and operational processes—especially in technically complex domains where reducing risk and improving decision quality matter most.
Analyze European customer, dealer, press, social, and quality feedback to identify actionable VOC themes for product, launch, and quality teams. Support EU launch readiness for EX5 and Star Ray by synthesizing market feedback into clear, practical insights. Create executive-ready VOC reporting, including steering committee materials showing how Frankfurt team actions were reflected in French press review outcomes. Launched a structured Dealer VOC survey across the UK and Italy to capture repeatable market feedback. Identified a charging specification issue through VOC analysis, helping trigger corrective communication before wider customer impact. Built a lightweight competitive benchmarking framework using press reviews, social listening, and market feedback. Standardized fragmented issue tracking into clearer VOC reporting so recurring customer and market issues could be prioritized faster. Prepare weekly EU VOC updates for China stakeholders, translating local market feedback into product and quality themes. Evaluated Brandwatch, Meltwater, and Talkwalker using a 75-criteria comparison matrix to support tooling decisions. Work hands-on with QA, product, legal, procurement, and marketing stakeholders across Europe and China to make VOC insights usable in day-to-day decisions.
Embedded customer insight into product and operational decision-making across marketplace and logistics domains, ensuring customer impact was reflected in prioritization and execution Diagnosed breakdowns between customer expectations and fulfillment realities, identifying where platform promises conflicted with operational constraints (delivery, returns, logistics) Integrated qualitative research, customer feedback, and operational data to provide a complete view of customer experience issues beyond surface-level symptoms Translated cross-functional insights into actionable product and operational decisions, enabling teams to prioritize high-impact customer friction over isolated UI improvements Established shared research practices and documentation, improving consistency and scalability of insight generation across teams Enabled product, design, and operations stakeholders to apply customer insight in day-to-day decisions, increasing confidence and alignment across functions Informed prioritization across multiple marketplace and logistics touchpoints, shifting focus toward the most customer-visible and operationally critical experience gaps Improved alignment between product intent and operational delivery, reducing disconnects between customer expectations and real-world fulfillment
RIF Stabilized and structured customer insight practices during a period of rapid business and product transition, introducing consistent approaches to research and decision support Led customer insight initiatives for complex, data-intensive financial products, focusing on how professional and institutional users interpret and act on critical data signals Integrated qualitative research with product and behavioral data, enabling teams to move beyond surface usability issues to deeper understanding of user decision-making Identified key friction points in data interpretation and workflow clarity, informing product trade-offs in high-stakes analytical environments Translated customer insight into concrete product decisions, partnering with product and engineering to balance usability, accuracy, and speed in a fast-moving context Informed prioritization of usability and workflow improvements for core analytical experiences, improving clarity and confidence for daily active users Helped teams navigate trade-offs between complexity and usability, supporting more effective product decisions during a period of rapid change
Embedded customer insight into the development of a 0→1 identity governance product, ensuring customer needs and risk considerations were consistently reflected in product and roadmap decisions Defined how customer insight informed product decisions across authentication and identity workflows, particularly in high-risk, security-sensitive contexts Led research across complex, multi-step user journeys (authentication, recovery, edge cases), identifying critical breakdowns impacting trust, usability, and error tolerance Integrated qualitative research, customer feedback, and product context to provide decision-ready insight for both technical and non-technical stakeholders Translated customer behavior and risk patterns into concrete product trade-offs, supporting decisions balancing security requirements with usability Enabled product and design teams to consistently incorporate customer insight into day-to-day decisions, improving alignment and confidence in product direction Contributed to experience improvements across critical authentication workflows, supporting more reliable, trustworthy user interactions in security-sensitive environments Supported product adoption and growth to 2,000+ customers within the first three years, by ensuring customer insight informed key product decisions
Scaled the role of customer insight in product decision-making across a fully remote, distributed organization, supporting multiple product stage groups Led cross-stage customer insight initiatives, ensuring consistent understanding of customer needs, workflows, and constraints across teams Defined and introduced shared frameworks (e.g., Jobs To Be Done) to align product, design, and engineering on customer problems and decision drivers Embedded customer insight into product planning and prioritization, enabling more evidence-based decision-making across stage groups Enabled product managers and designers to independently run high-quality research, establishing repeatable practices, standards, and documentation Expanded and standardized research documentation in GitLab’s public handbook, improving accessibility and reuse of insight across the organization Improved consistency in how customer insight informed decisions across multiple stage groups, reducing fragmentation and increasing alignment Scaled insight generation beyond the research function, enabling teams to operate more independently while maintaining quality
Embedded customer insight into product teams across Verify, Release, and Package stage groups, supporting prioritization and product direction Led mixed-methods research to identify customer needs, workflows, and pain points, particularly in complex developer and CI/CD environments Introduced Jobs To Be Done (JTBD) as a shared framework, improving alignment on customer needs and decision-making across teams Partnered with product and design to translate insight into actionable product improvements, balancing usability with technical constraints Mentored product managers and designers in research practices, improving overall quality and consistency of insight generation Informed prioritization across multiple product areas, helping teams align on customer needs and usability expectations Improved shared understanding of customer workflows, supporting more consistent product decisions