From strategy to execution
Direction, business goals, and stakeholder interests translated into working software. No plan that stays on the shelf.
Services
Freelance Product Ownerfor complex teams
22+ years of experience as a Freelance Product Owner, from startup to enterprise. Full ownership of product vision, backlog and delivery when teams don't ship, priorities shift and stakeholders aren't on the same page. No advice from the sidelines, but a senior Product Owner connecting the boardroom to the standup. Says what he thinks, makes decisions and drives the agreed outcome.
Consultancy & advisory · Available now
Freelance & interim PO · Available from Q1 2027
Schedule a call
The core of my work
Three pillars clientskeep coming back to
Technical credibility
Understanding cloud, APIs, integrations, legacy, and DevOps well enough to make sharp choices with teams. Not coding myself, but carrying architecture discussions.
Delivery in corporate complexity
Getting movement in environments with many stakeholders, dependencies, governance, and legacy. Without becoming political.
Services
Three forms ofcollaboration
Each form is a separate engagement with its own scope, goal and deliverable. No open-ended commitments. No ambiguous employment status.
Hourly rate
Interim Product Owner
Temporary product ownership. Full ownership of vision, roadmap and backlog. For greenfield teams or teams that need fresh direction.
- 6 to 12 months, hybrid working week
- Fully embedded in ceremonies and stakeholder cadence
- Clear handover to a permanent PO on departure
Fits: a product that needs direction, transformation, building a new team from zero.
Fixed price
Product Consultancy
A short, sharply scoped engagement with a tangible outcome. Discovery, roadmap audit, backlog cleanup or product organisation review.
- 2 to 8 weeks
- Concrete end result: report, roadmap or operating model
- With or without ongoing implementation support
Fits: need a second opinion, stuck backlog, course correction.
Monthly retainer
Sparring partner
A regular cadence of 1-on-1 conversations with a Product Lead, Head of Product or CPO. A sounding board for tough decisions, scope conflicts and organisational questions.
- 1 to 2 hours per week or per fortnight
- Confidential, independent of the team
- Find your own voice again, not someone else's
Fits: new in a product role, lonely at the top, complex stakeholder arena.
Engagements run through Locomojo B.V. as a B2B service agreement, not as open-ended capacity. We define goal, scope, responsibilities, expected outcomes and duration upfront. If the collaboration continues, we update or create a new assignment description for the next phase. This keeps the work concrete, reviewable and clear for HR, procurement and compliance.
How I work
From ambitionto delivery
From short advisory engagements to interim roles of several months, I run every project through these four steps. Not as a rigid methodology, but as a way to prevent us asking in sprint three what we're building and why.
Frameworks are tools, not goals. I adapt Scrum, SAFe and Kanban to fit your organisation, not the other way around. And when things get tough, I don't dance around the issue. I say what I think, make decisions and keep building.
See my full background
01
Vision → Validation
Interviews with decision-makers and key users, not only with the loudest stakeholders. Hypotheses about value are made explicit and tested through prototypes or A/B tests before sprint 1. Non-working assumptions drop off early and cheap. This is not a PowerPoint exercise, it is a working document that guides every sprint decision. Priorities are set based on value, feasibility and strategic fit.
02
Stakeholders → Alignment
From the boardroom to the development standup. I get decision-makers in the room, make trade-offs explicit and make sure everyone knows what is being built and why. My biggest strength: I translate business needs into technical requirements and technical challenges into business language. No jargon, no detours. Clear, straightforward and understandable for everyone.
03
Backlog → Delivery
A well-structured backlog is the engine of a team that actually ships. I write sharp user stories with clear acceptance criteria, facilitate refinement sessions and make sure the development team knows exactly what they are building each sprint, for whom, and why it matters. Hard prioritisation is part of the deal: saying no to good ideas so we can ship great ones.
04
Launch → Growth
Shipping is not the finish line. It is where the real work begins. I define go-to-market strategies, set up feedback loops with real users and use data to iterate and improve. From closing commercial partnerships to onboarding the first customers and scaling to hundreds of thousands of users. The assignment is complete when the product flies on its own.
What to expect
The firstfour weeks
No ramp-up without results. The first month follows a set rhythm: first understand and plan, then act and evaluate.
Week 1-2
Discovery + plan
- Stakeholder interviews with decision-makers, team leads and end users
- Analysis of the current product, backlog, team structure and development process
- Risk and dependency analysis
- Sharp diagnosis: where is the pressure, what is building up
- Early recommendations aligned with leadership
- Draft roadmap and adjusted backlog presented
Week 3-4
Action + first output
- First sprint with the new approach in motion
- Backlog restructured with clear user stories and acceptance criteria
- First quick wins where possible, visible to stakeholders
- Clear decision on the next steps and sprint focus
- Evaluate together: is the direction right, does the collaboration work. No lock-in either way
Sector experience
Proven across7 industries
Working across sectors isn't scattered focus, it's adaptability. Patterns from media transfer to banking, from banking to healthcare. The method stays constant, the context shifts.
E-commerce
Built and scaled online platforms handling millions in revenue. From product discovery to checkout optimisation and marketplace integrations. Key clients: The Learning Network (#7 Twinkle100, €300M revenue), MyDish.
Energy & eMobility
Product Owner for Vattenfall’s B2C eMobility portfolio: EV charging stations, energy contracts for drivers and smart charging solutions including solar charging and grid balancing. From proposition development to scaling in a growth market.
Healthcare
Led product development for healthcare software serving 52 orthodontic practices. Also managed four custom software products at PinkRoccade Healthcare with P&L responsibility. Key clients: Orthocenter, PinkRoccade Healthcare.
Banking & Finance
P&L and HR responsible for three Agile DevOps teams at ABN AMRO (via IBM/Kyndryl). Set up a Cloud & Scrum learning programme for 160+ employees. Experience navigating complex enterprise governance and compliance.
EdTech
Restructured four multidisciplinary Scrum DevOps teams (46 members across the Netherlands and India) at Iddink Group. Ran SAFe PI Planning sessions and held budget responsibility for Eduarte development teams serving the Dutch education sector.
Real Estate
Led two Agile DevOps teams at Mileway, Europe’s largest last-mile real estate company. Focused on Knowledge Management and Productivity & Collaboration tooling for a rapidly scaling international organisation.
Hospitality & Media
Co-founded MyDish, an e-commerce platform for the hospitality industry with partnerships including Lightspeed, Adyen and Lavazza. Earlier career experience with Talpa/Radio 538, DPG Media and Automotive MediaVentions.
Deliverables
What youcan expect
Here's what's in place when I leave, whether it was a workshop or a year-long interim role. Four things that make a difference the day after and keep working once I'm gone.
Working software. That's what counts.
No endless meeting structures or non-committal PowerPoints. The focus is on making decisions, getting teams moving and delivering working software. With vision, structure and a team that knows exactly where it's heading.
Product vision & roadmap
A clear vision and roadmap everyone commits to. Linked to business goals, broken into actionable increments, validated with stakeholders before I leave.
Stakeholder alignment
Leadership, team and users on the same page about what gets built and why. Steady rhythm of updates, transparent decision-making, no late surprises.
Working Agile delivery
A backlog that adds up, sprints that deliver, ceremonies that add value. SAFe, Scrum or Kanban tailored to your context, not dogmatic but working.
Self-sufficient team after I leave
No dependency created. Documentation, coaching and structured handover so the team keeps delivering once I'm gone. Metric agreed upfront, reported weekly.
Contact
Let's talk aboutyour situation
Describe your situation. I respond within 24 hours on working days.
Consultancy & advisory · Available now
Freelance & interim PO · available from Q1 2027