Creating clarityfrom complexity.

Creating clarity and momentum in a changing product environment

I joined as Product Owner at a point where the product had been through several changes in direction, team setup and product structure. Requirements were well specified, but it was difficult to establish what had actually been implemented, tested and was ready for release.

With development already moving at pace, I worked closer to the engineering team – clarifying needs during development, improving visibility of product direction, and working with the Engineering Lead on sprint priorities and clear sprint goals. In parallel, I worked to improve backlog structure, requirement status and traceability following a rapid migration into a new Jira structure.

Outcome All requirements have now been analysed and tested, and both the team and Product Management have a clearer view of product status and what remains. The team works more proactively from the backlog rather than task by task, and the product is now in the final stages towards a production release.

From close-knit product development to a global digital platform

My years at Volvo Cars shaped much of how I work as a Product Owner today.

I started with My Volvo, working between Marketing and IT in one of Volvo Cars' early Scrum-based digital product environments. Business initiatives were shaped using Lean principles and translated into iterative development together with the IT team. Working closely with a strong, self-organising development team taught me the value of trust, clear priorities and staying close to the people actually building the product.

I was later asked to take over Product Ownership for volvocars.com following a major platform transformation. The project had delivered a new global platform, but there was no established development organisation or structured backlog for continuous development.

Together with IT and our technology partner, I helped establish the product development setup – initially one, and soon two, distributed development teams. As lead Product Owner, I worked with priorities, requirements and problem solving across central Marketing, IT, development teams and major regional stakeholders in US, EMEA and APAC.

The teams continuously evolved the global customer experience, including a major redesign of the vehicle Product Detail Pages and more dynamic and personalised content across volvocars.com.

Outcome A transition from project-based platform delivery towards continuous, iterative product development, with established development teams, backlog and ways of working for evolving a global digital platform.

My later Volvo Cars roles broadened that experience into Usage Insights and backend product development – including web analytics and product dashboards, APIs and digital services consumed by other development teams, and work around Product Information Management.