Gert Villemos

Established clear OKRs, broke them down into opportunity-solution trees, and executed Changed the team topology to be flow-aligned Changed the product development process to follow lean startup, reduced time to market from an average of 7 months to 6 weeks Took the necessary conversations, respectful, supportive, and constructive, with people who had to get off the bus Took the company through ISO 27001 information security certification Product Manager of DevOps team performing FinOps and SecOps

Restructured the organization into agile, self-organizing business units Managed a cross domain P&L center (26mE/y) with 8% growth YoY Fathered the first space product investment programme in the company, thereby creating a new market Lead the development of a drone counter measurement product Learned howto formalize and communicate enterprise-level strategies Learned to take tough decisions, and kill activities that have no commercial benefit Learned that 80% of the work in an executive function is people

Applied enterprise architecture to reorganize the unit from a classical hierarchy into self-organising units Learned howto manage a P&L center (12mE/y) Learned howto navigate the complicated politics of large companies Worked as Head of Sales, grew the business 30% YoY Became certified in Miller-Heiman Large Account Management Process (LAMP) Became certified in The Open Group Architectural Framework (TOGAF) Established the innovation process. grew the company from 36 to 84 people in 3 yars

Engineer, Technical and Project manager on multiple releases of large ESA infrastructure (SCOS-2000) for operating spacecrafts Went through Capability Maturity Model Integration (CMMI) assessment Learned that as a project manager, it is always my fault, and it is my job to foresee and solve any problems Learned that 50% of the work as a PM is people Learned the difference between heroic effort and structured processes