Goran Bokun

A large telecom in southeast Asia wanted to replace their legacy disjointed voucher management systems with a modern, high-performing system. Part of the challenge was technical and organizational: Build a new system with required performance and organize a seamless migration from the old systems. But the biggest challenge was political: In-house voucher fraud was a problem at the client, and different departments had hidden agendas for the project. We successfully resolved all issues and completed the project.

One of the largest telecoms in Africa faced issues with an overload of their voucher management systems, due to high demand. Because those systems directly influence revenue, there was high pressure from top management to urgently provide a solution. Our team worked diligently and provided a solution in time and on budget.

A medium-sized European telecom wanted to consolidate their two integration platforms into one. That meant not only the technical challenge of upgrading a 24/7 system at the heart of the enterprise but also a reimagination of crucial business processes.

The project team I managed consisted of five different teams from my company, two teams of subcontractors, a subcontractor contracted by the client, and the client's own project team.

The project was finished within the budget with a surprisingly small delay for an integration project.

Farmeron was an enterprise cloud-based dairy farm management software. By leading the Farmeron product, I was responsible for the business plan, product development, technology strategy, resource management, team development, customer contacts, and partner development.

As the company grew from 5 to over 30 employees in two years, I drove the development of processes and organizational structure change that made Farmeron fit, fast, and flexible:
- Established the development process that reduced the bug backlog by 90%, doubled the planning window, and increased the feature delivery date reliability to almost 100%.
- Established an employee onboarding process that reduced the time to productivity for new employees from months to two weeks.

During that time, the product was enhanced with many large and small features, changes, and improvements: Protocols, various software and hardware integrations, advanced reporting, usability improvements, etc.

Siemens CPS (Converged Positioning System) is a platform for seamless indoor and outdoor positioning using mobile equipment (mobile phones, smart cards, wifi access points). The platform was flexible and could work in different scenarios (with or without the mobile app installed on users' mobile phones, with or without mobile phones connecting to the wifi network, etc) and with different infrastructure (access point vendors).

I took over the product in the early technology demo stage. After defining strategy options for two different markets (consumer and industry/security) and executing a pilot project, I helped define the next steps for the technology: monetizing IPR.

Siemens BCM is a GSM and GSM-R billing and charging system. The project I was tasked for was to transfer the product from an offshore location (India) to near-shore (Europe).

In parallel, there were three running projects in various stages of development.

Executing the transition meant careful planning and balancing of the old team's project work, training of the new team, and the new team's involvement in the running projects.

The transition was completed successfully, with R&D costs reduced by more than 25%.

Sloans is one of the largest John Deere dealers in the US. Their Sloanex.com site sells replacement parts, not just for John Deere, but for all brands of agriculture equipment.

I took over the project after the launch of the new site. The goal was to stabilize the site and create a roadmap and a plan for future development. During my work on the project, the site behavior was stabilized and the performance and revenue grew. Besides leading the quality improvement initiative, I initiated and executed UI and UX improvements, new marketing capabilities, shipping reorganization, and product category restructuring.