Nikola Rendulic

I managed two agile delivery teams, each consisting of front-end and back-end developers, designers, a QA person, and myself playing a role of a product owner and delivery manager. In the first two months, a new integration strategy was piloted, and a cross-organization agreement reached on the reshaped strategy and roadmap.

I redefined the product roadmap, defined personas, and redefined user journeys. I also managed a team of developers, a designer, and a QA to have both strategic and tactical enhancements implemented to maximize value.

For a global self-guided city investigation/entertaining tours company, I led the digital transformation of their sales and order fulfillment processes on Salesforce, and streamlining the E2E journeys across different sales channels and business units.

Tasks Accomplished:
• Driven process workshops, requirements definition and refinement sessions with the client and developers
• In only few months with small relatively inexperienced team built CMS capability on Salesforce,
• Released a new websites and mobile application for client's different business units in different countries.
• Introduced a payment gateway and multi-currency support
• Made the product management processes fully configurable and aligned with out-of-the-box Salesforce practices.

ROLES: Scrum Master | Success Manager | Business Analyst

Before I joined, a very complex and challenging digital transformation project was about to get terminated. After I joined as a recovery PM, we revisited a governance-and-delivery mode and stabilized the project. After a few months, we developed a solution that reached commercial launch. Then a pure agile methodology was used, adding its own challenges as this for the first time, for most of the team members to use agile on such a sophisticated program.

ROLE: Recovery PM

EDF Luminus digital transformation resulted in fully automated B2C journeys across multiple channels, all on the Salesforce platform.

The project ended with significant success. As a result of the B2C digital transformation success, CloudSense was given a B2B project, an upsell of major licenses, and a longterm support contract.

ROLE: Recovery PM by CloudSense

This salesforce consultancy company had only two months to handle rebranding and creating a new website, but they didn't want to compromise on the quality.

Tasks accomplished:
• Promptly found the design studio.
• Collaborated successfully with the MavenMule executive team.
• Created the whole content for the new website.
• Contracted the delivery of key components related to web, rebranding, SMM, and SEO.
• Brought the new website to life in only a few months.

An initial M2M CRM solution was brought into production after only three months. Later overall BSS M2M processes were integrated—resulting in highly automated efficient lead-to-cash processes.

ROLE: Project Manager (PM) and Business Analyst (BA)

This project resulted in the introduction of a new PSA solution and integration of a lead-to-cash process for a professional services organization, MIS, and cross-organization real-time reporting on all aspects (profitability, utilization). It also ended up transforming how the sales', services,' and finances' organizations work.

I delivered all of the definition and adoption aspects of the project mostly on my own (requirements, testing, rollout, training) while only 20 MD of external PSA consultants carried out the implementation.

The client's vision included a digital transformation of their global B2B business. A Salesforce platform was the solution.

The project included more than 100 consultants (business and IT) globally. As the project ended in trouble, I was asked to recover one keystream. The solution was successfully rolled out after a few months of my involvement.

On this project, I managed and successfully implemented a new eBanking channel that allows large enterprise clients to manage their bank accounts.

Erste Bank originally only focused on ATM machines. As part of the digital transformation strategy, I was responsible for defining and implementing the self-service strategy.

I managed the opening of first self-service zones for the bank and introduced new self-service devices for retail customers (deposit ATMs, non-cash machines with miscellaneous eServices).

Managed two market teams, technical vendors, and digital agencies in the configuration of a global eCommerce ecosystem, solution localization, and integration into the market system landscape.
After a late start, the markets managed to compensate for delays during the preparation phase and started driving the overall digital ecosystem road mapping.