Zsolt Kramer

A 30-person product&development department with 40 people showing up to the daily stand-up. That's not a facilitation problem — it's a symptom. When I joined BinX Zrt., that's exactly what I found: overcrowded meetings, no clear definition of ready, and a team that couldn't tell you what "done" meant for their own backlog. I didn't fix the stand-up. I found out why 40 people needed to be in it — a missing visibility channel for stakeholders — and built that channel separately, so the team could finally run a focused, psychologically safe daily sync.

That's how I work: diagnose the organizational gap before touching the ceremony. Bloated meetings, unpredictable sprints, and stalled backlogs are rarely the real problem — they're where a deeper issue (missing feedback loops, unclear ownership, information silos) becomes visible.

With 10+ years across SaaS product teams (TOPdesk), scaling software departments (BinX), and earlier delivery leadership in regulated banking and insurance environments, I bring both the coaching toolkit and the organizational-diagnosis instinct to stabilize teams that have lost predictability. My native language is flow — cycle time, throughput, cumulative flow — not velocity theater.

If your teams are stuck in a chaotic, reactive rhythm and the usual "more ceremonies, more process" fixes haven't worked, I'd like to understand what's actually happening underneath it.