Dominique Lambert
Head of Transformation
Experience
Agile Transformation Lead
EnBW Energie Baden-Württemberg AG
Role & Scope Responsible for realigning a unit of 600+ people as part of the top leadership team. Led a team of agile coaches and oversaw the entire transformation architecture – strategic, structural and cultural.
Result The organization was fundamentally professionalized – reduced friction and costs, faster execution, higher team motivation and visibly more effective leadership.
Key Contributions
- Redesigned strategy and implementation processes
- Created a clear link between vision, priorities and operational execution
- Established business-IT alignment and communication structures
- Embedded shared goals, priorities and decision paths
- Developed a leadership-operating model
- Strengthened roles, responsibilities and leadership culture
- Introduced a unit-wide impediment removal process
- Systematically identified obstacles, assigned owners and developed solutions
- Consolidated 35+ Jira boards
- Created cross-unit manageability and transparency
- Led a team of agile coaches; established skill matrices and improvement processes
- Solidified a learning and development culture
Transformation Manager & Leadership Coach
Boehringer Ingelheim
Role & Scope Key member of the agile leadership team responsible for transforming a 250+ employee unit. Led and supervised a leadership team in the shift from a project to a product organization using LeSS – focus on alignment, structure and effectiveness.
Result Leadership and ways of working were fundamentally realigned – transparency, prioritization and decision-making improved significantly. The unit became predictable, cost-efficient and culturally robust.
Key Contributions
- Co-designed the product-centric organizational architecture using LeSS
- Switched the portfolio from project to product logic, significantly improving manageability and focus
- Co-developed the agile transformation playbook
- Created unified guardrails and phase models used across the unit
- Supervised and coached leaders
- Established new leadership styles, feedback formats and reflection routines
- Strengthened the impediment removal process
- Systematically addressed structural obstacles and established sustainable solutions
- Point of contact for 30+ agile coaches
- Harmonized standards, methods and effectiveness across the organization
- Promoted transparency and delivery excellence
- Created clear visibility of priorities and progress, noticeably boosting efficiency
Transformation Manager & Agile Coach
Fresenius Medical Care
Role & Scope Active role in the agile transformation of a 300+ employee unit. Started as a Scrum Master for three teams, gradually took on conceptual and structural responsibility for the entire transformation: architecture, reporting, leadership alignment, decision structures.
Result Leadership and collaboration were fundamentally professionalized – decisions became data-driven, impediments were removed 4x faster, priorities and capacities were clearly managed. The transformation became scalable, measurable and adopted across the unit.
Key Contributions
- Coached and advised senior directors and VPs
- Empowered leaders in decision-making, ownership and cross-functional leadership
- Developed and scaled an impediment removal process
- Embedded leadership accountability, shortened decision cycles, resolved obstacles 4x faster
- Built reporting and tracking systems for the entire unit
- Created transparency over capacities, progress and priorities for data-driven management
- Designed the transformation architecture
- Defined principles and planning mechanisms that scaled into unit-wide standards
- Unified software, hardware, test and architecture teams
- Broke down silos, established better exchange and efficient delivery
- Advised committees on process optimization
- Created transparency structures that enabled data-based problem solving by leaders
Agile Advisor (Large Scale Transformation)
Merck Group
Role & Scope External expert for the redesign of a 400+ employee organization. Completely redesigned the structure and processes – including roles, cadences and governance – in close coordination with senior leadership.
Result The organization was comprehensively restructured – clear responsibilities, stable processes and measurably more efficient collaboration. The new model was rolled out across the unit, continuously improved and firmly anchored in daily leadership routines.
Key Contributions
- Conceptualized and designed the organizational architecture
- Restructured structure and processes, clearly defined roles and workflows
- Developed an integrated operating model
- Established cadences and governance principles, improved collaboration
- Iteratively aligned with senior leadership
- Regularly reviewed and optimized structures
- Created a transformation and rollout playbook
- Documented the approach and scaled it across the unit
- Supported implementation in all teams
- Introduced the new way of working and secured buy-in
Transformation Coach & Organizational Designer
Sanofi
Role & Scope Led the pilot project for the agile transformation of sales & marketing in Germany. Designed and introduced the new operating model – including structure, roles, governance and incentive system – in close collaboration with country leadership and the works council.
Result Collaboration between sales and marketing was fundamentally realigned – unified target architecture, strengthened team culture and higher efficiency. The transformation was legitimized, scaled and adopted as a reference model for other locations.
Key Contributions
- Developed the architecture of the agile operating model
- Defined structures and enabled cross-functional collaboration
- Shifted the incentive system to team goals
- Established a new compensation logic with the works council and strengthened cooperation
- Introduced agile frameworks and interface roles
- Embedded a unified way of working and broke down data silos
- Coached the country leadership team
- Strengthened agile mindset and decision-making processes
- Developed a scaling playbook
- Documented the approach and ensured international applicability
Agile Coach & Organizational Designer
Mercedes-Benz AG
Role & Scope Built and introduced an Agile Release Train (ART) as part of the Daimler Truck carve-out. Responsible for organizational design, cadences, communication structures, and leadership enablement for over 100 employees.
Result Successfully established an agile delivery structure – clearly defined roles, transparent decision-making processes, and measurably improved collaboration across teams and projects. The ART was adopted as a reference model for other units.
Key Contributions
- Built and led an Agile Release Train
- Established structure, communication, and decision-making processes from scratch
- Coached and empowered senior leadership
- Embedded strategic control and governance in the new model
- Supported team leads and product owners
- Trained leadership in the SAFe context and strengthened decision-making skills
- Integrated external projects into the ART
- Created a unified management logic and reduced operational friction
- Introduced measurable performance systems
- Provided transparency on progress and priorities
Agile Coach & Process Lead
enviaM-Gruppe
- Advising and managing process optimization for PV and heating systems
- Redesigning the value chain from acquisition to installation with a focus on efficiency and customer experience
- Established an end-to-end process architecture – shorter lead times and lower drop-off rates
- Redesigned end-to-end processes for PV and heating systems
- Coached division leadership on process and leadership topics
- Introduced pilot solutions to increase efficiency and realign external service partners
Agile Coach & Process Lead
E.ON Energie Deutschland GmbH
- Key role in the Smart Home area during the innogy carve-out
- Coordinated leaders from eight regional companies to scale the business model
- Integrated sales, processes, and logistics – created end-to-end structures for product, billing, and data protection
- Led the Smart Home beta project and transitioned it into market-ready prototypes
- Aligned regional companies and developed data protection-compliant processes
- Advised and supported the VP of Smart Home and built cross-functional collaboration
Agile Coach & Startup Consultant
Social Impact gGmbH
- Advised founders, leaders, and organizations on developing viable business models
- Designed and led innovation and transformation workshops across Germany
- Supported over 500 founders and leadership teams in strategic planning and organizational development
- Developed and implemented customer-focused business models
- Conducted leadership and innovation workshops
- Trained in business model innovation & design thinking and established long-term coaching formats
Rollout Manager
Face2Face Fundraising GmbH
- Responsible for building and leading the Germany expansion under Austrian headquarters
- Established new locations, recruited teams, and set up operational structures
- Successfully established the German business with three new locations and over 150 hired employees
- Led the recruiting and training program and introduced efficient processes
Head of Sales Training & Team Lead
talk2move
- Responsible for training, coaching, and disciplinary leadership of fundraising teams
- Created and delivered all training on sales techniques, organizational knowledge, and communication
- Increased team performance and professionalism – trained over 400 fundraisers and won 700+ long-term donors
Industries Experience
See where this freelancer has spent most of their professional time. Longer bars indicate deeper hands-on experience, while shorter ones reflect targeted or project-based work.
Experienced in Professional Services (10 years), Energy (3 years), Pharmaceutical (3 years), Healthcare (2 years), Automotive (1 year), and Utilities (0.5 years).
Business Areas Experience
The graph below provides a cumulative view of the freelancer's experience across multiple business areas, calculated from completed and active engagements. It highlights the areas where the freelancer has most frequently contributed to planning, execution, and delivery of business outcomes.
Experienced in Human Resources (10 years), Strategy (9 years), Project Management (6 years), Product Development (6 years), Operations (6 years), and Sales (3 years).
Summary
I help leaders in transformations reduce operational costs, shorten time-to-market, and strengthen their teams.
- Pharma, Energy, Automotive, MedTech, Consulting
- Daimler, Sanofi, Merck, E.ON, Fresenius, Boehringer Ingelheim, EnBW
Typical Results (KPI Impact):
- OPEX Reduction: lower costs through defined responsibilities
- Shorter Time-to-Market: higher speed through clear priorities
- Higher Product Quality: more stable outcomes through better collaboration
- Higher Engagement Score: more employee motivation through stronger participation
- Rising Adoption Rate: better acceptance of new models through increased engagement
- Better Leadership Effectiveness: more impact through more transparent decisions
Key Levers:
- Structure: clear operating models and decision paths
- Leadership: shared priorities and accountability
- Culture: collaboration and ownership that drive impact
As a transformation architect with over ten years of leadership experience, I design organizational and leadership models and lead teams that guide operational units through implementation.
- If your transformation needs more clarity, speed and results – get in touch.
Skills
Focus Areas
Top-line (Executive Impact)
Leading Transformations: Planning And Successfully Executing Complex Change Programs In Large Companies
Leading Teams: Managing Own Teams And Advising & Coaching Executives / Senior Leadership
Designing Organizations: Developing, Communicating And Implementing Modern Operating Models
Mid-line (Structural Levers)
Managing Complexity: Aligning Many Teams, Processes And Dependencies Effectively
Designing Governance: Setting Up Decision Paths & Responsibilities
Implementing Scaling: Transferring Local Solutions Into Global Structures
Increasing Efficiency: Redesigning Strategies & Processes For Transparency And Impact
Scaling Agility: Implementing Frameworks (Safe, Less, Scrum, Kanban) Strategically
Mid-line (Cultural Levers)
Redefining Leadership: From Hierarchical-controlling To Cooperative-supportive
Developing Teams: Shaping High-performing Units & Fostering Talent
Strengthening Collaboration: Breaking Silos, Building Trust And Transparency
Gaining Acceptance: Actively Engaging Employees In Transformation
Bottom-line (Industries / References)
Industry Expertise: Pharma, Energy, Automotive, Medtech, Consulting
Clients: Daimler, Sanofi, Merck, E.on, Fresenius, Boehringer Ingelheim, Enbw
Skillset
Agile & Lean Practices: Safe, Less, Nexus, Scrum, Scrum@scale, Kanban, Lean Thinking, Flight Levels
Change Management: Kotter’s 8 Steps, Adkar, Bridges Transition
Governance: Raci, Lean Portfolio Management, Program & Portfolio Governance
Organizational Design: Galbraith Star Model, Mckinsey7s, Porter’s Value Chain
Leadership & Coaching: Systemic Coaching, Evidence-based Management, Servant Leadership
Tool Ecosystems: Jira, Confluence, Miro, Mural, Azure Devops
Languages
Education
GST Gesellschaft für Systemische Therapie und Beratung
Systemic Coach & Supervisor · Berlin, Germany
Hult International Business School
Master · Business & Entrepreneurship · Dubai, United Arab Emirates
Heinrich-Heine-Universität Düsseldorf
Bachelor · Philosophy, Communication and Media Studies · Düsseldorf, Germany
Certifications & licenses
Systemic Coach & Supervisor
GST Berlin · Berlin, Germany
Professional Scrum Master™ II
Profile
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