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Summary
Type
Digital Consulting
My Role
Senior Product Manager
Business Model
Agency model
Location
Berlin
Engagement
1 year
Core Brief
Build a new venture
In 2017, I worked as a Senior Product Manager at BCG Digital Ventures in Berlin, the digital innovation arm of the Boston Consulting Group. I was part of a cross-functional venture team tasked with incubating a new digital product for a multinational industrial client. My role focused on aligning business objectives with product delivery — translating strategy into execution across research, UX, design, and development. Working closely with internal BCG partners and the client’s executive team, we aimed to validate the product’s market fit and bring an MVP to launch readiness within a 16-week sprint cycle.
Go-to-market
Go-to-market strategies varied depending on the venture, but almost always capitalized on the client’s distribution expertise. Rather than building channels from scratch, we partnered closely with the client’s sales and operations teams to integrate the product into existing pipelines. This gave us a strategic edge — allowing for faster testing and better access to real customers. I collaborated with our venture architect and client-side leads to validate assumptions, define onboarding journeys, and ensure that our MVP aligned with their go-to-market reality.
Product & Design
As Senior PM, I led the day-to-day execution across UX, engineering, and business functions. I helped define the product vision, prioritized the roadmap, and managed a multi-disciplinary team to deliver a working MVP within 16 weeks. My focus was on simplifying complex user workflows and building toward product-market fit in a B2B context. I also coordinated usability testing with target customers and led sprint planning rituals to keep momentum and team alignment high.
Lessons & Resources
A key challenge was balancing the rapid pace of venture-building with the structured, risk-averse culture of a large industrial client. Legacy mindsets and approval processes often clashed with the ambiguity and iteration needed in early-stage product work. I learned how important it is to create clear rituals and documentation to build trust, while still protecting the speed of the venture. Getting early buy-in on governance and scope was critical to keeping things on track.