Lead Digital Product Owner · print-ready interview reference
Business · Customer · Technology
At my core, I work at the intersection of business, customers and technology. I identify opportunities where digital products can create value for both the customer and the business, and I turn those opportunities into concrete solutions and products.
What I think is particularly relevant for Bixter is that I have been through this kind of digitalisation journey before. At Universal Robots, I was part of the journey from identifying customer and business needs, exploring and prioritising opportunities, defining what was worth building, working with technical teams to turn it into products, and then measuring the impact.
The digitalisation was not just about individual products. It had to work across a complex ecosystem of customers, partners, services, education and internal teams, often with different needs and incentives. So I am used to looking at the whole ecosystem and deciding where digital intervention can create the most value, rather than solving one isolated problem.
Over the last five years, I have had both a strategic role across the customer lifecycle and end-to-end ownership of a digital platform, so I have worked both at the strategic level and very hands-on with execution.
And I think that combination is what I can bring to Bixter as you scale: understanding the business ambition, translating it into the right digital priorities and products, and making sure you invest in solutions that actually create business and customer value.
"I can help translate Bixter's ambition into the right digital priorities and make sure the company invests in solutions that create real customer and business value."
Translate Bixter's growth strategy into clear digital priorities, products and investments.
Identify opportunities, challenge existing solutions and prioritise initiatives based on customer value, business impact, strategic fit and feasibility.
Define MVP scope, protect it from unnecessary complexity and create a roadmap that evolves with the business.
Turn complex business needs into clear product direction and align internal developers and external technology partners around the right outcomes.
Define the right KPIs and feedback loops to understand whether digital products improve customer experience, operational efficiency and business performance.
Bring experience from Universal Robots where I helped drive digitalisation across the customer lifecycle, including 80% digitalisation of customer interaction and scaling Polaris from 10 → 500+ users.
My role is to help Bixter decide where digitalisation, AI and automation can create the most leverage for growth, and then turn those opportunities into products that actually deliver value.
Over the last ten years, my responsibility has grown from designing product features to leading the execution of complete products. What I bring to Bixter is that combination — strategic understanding of the business and hands-on ownership of delivery.
Think: "strategic product partner who can execute", not "backlog manager".
My experience is relevant not because Universal Robots and Bixter are the same industry, but because I have already experienced the type of transformation Bixter is now going through:
Growth → increasing complexity → digitalisation → multiple stakeholders → technology investment → need for prioritisation → scalable digital products → measurable business impact
The strongest message: I have already lived through this journey, not just studied it.
Remember that Bixter is not simply a company building a product for one type of user. The ecosystem includes:
Bixter → commercial organisation → customers/employers → recruited workers → academy/education → partners → external technology teams → internal teams
Do not just say "I have customer experience". Say: "I understand complex ecosystems with different stakeholders and competing needs."
“Does the customer like this?”
“Is this the right place for Bixter to invest its limited resources?”
A Product Owner is not successful because the team builds many things. They are successful because limited capacity is spent on the things that matter most.
My role is not to be the strongest technical person in the room. My role is to:
“I don't need to be the strongest technical person in the room. I need to make sure the technical people are solving the right problem, understand why it matters, have enough clarity to execute, and are not spending time building unnecessary complexity.”