Gergő Solomi

• Product Manager of the Foundational Services team, building platform capabilities for a suite of cloud-based GRC products.
• Own and manage core platform services including entitlements, license management, navigation, and related capabilities.
• Drive product discovery and delivery across multiple services, ensuring scalability and cross-product consistency.
• Collaborate with engineering and design in triads to shape the platform roadmap and align with business goals.
• Initiate themes, define epics and user stories, and guide features through the entire software development lifecycle (SDLC), from ideation to release.
• Support internal adoption of platform services by working closely with other product teams across the organization.

• Worked on treasury products to automatize manual business processes and reduce MTPs.
• Supported the Program Manager with project KPIs and additional tasks (velocity, sprint health, utilization, resource allocation, staffing, etc.)
• Participated in solution design with dev leads.
• Backlog ownership (Epics and User stories)

• Product Owner of two VAT technology applications.
• Owner and manager of the product roadmap.
• As a senior, continuously coached and mentored junior BAs.
• Successfully established good practices and proper Agile methodology that resulted in a 50% velocity increase.

• Worked with internal stakeholders to identify/ define business problems/ opportunities, understood the current ‘As-Is’ state and defined business requirements to achieve the ‘To-Be’ state.
• Planned and managed the analysis tasks throughout a project and used a range of best practice analysis tools to elicit, document, analyse and validate functional and non-functional requirements.
• Managed requirements throughout the end-to-end lifecycle, ensuring that there is traceability at all stages.
• The two major work streams were the transformation of the audio and video conferencing solution and the implementation of a new social intranet.
• Managed smaller projects like the implementation of an event manager mobile app or a chatbot solution for the company website.

• Main focus was on fighting legacy code and breaking monolithic system architectures.
• Revitalized core business technology by breaking down chunks from a home-brew pseudo-ERP and turn them into microservices. (Mostly order management, product management and payment solution services.)
• Took a major part in re-platforming a website from a legacy code polluted engine into a professionally developed one.
• SCM experience became a value add when the order fulfilment / transport management systems have been enhanced with new services.
• Worked with current techonologies (AWS, dockerisation, microservices)
• The implementation of 2 new microservices resulted in a conversion rate increase of 3%.

• Identified procurement and logistics process inefficiencies through gap analysis.
• Mapped process activities to desired outcomes to rectify operational inefficiencies.
• Recommended operational improvements based on tracking and analysis.
• Conducted interviews with key business users to collect information on business processes and user requirements.
• Researched and resolved issues regarding the integrity of data flow into databases.
• Documented business processes and analysed procedures to see that they would meet changing business needs.
• Developed a set of metrics derived from raw company data to track improvements in organisational efficiency.
• Mapped current processes and offered recommendations for improvement.

• Lead 13 people in 2 teams to provide support for the Transport Management System and to provide BI information to management.
• Performance Data Management was responsible for Business Intelligence, maintaining and developing reports and KPIs.
• Key User Team had a mixed responsibility, they were providing first level support for the transport and warehousing management systems while also participating in change management as key users.
  

• Lead 23 people in 3 teams to provide 2nd and 3rd level support
  
• Quality and Operational Services team was responsible for QA of software roll-out packages.
• Mobile Enterprise Services team was performing server maintenance and monitoring tasks.
• Core Solutions Architecture team was doing virtual server maintenance and management.

• Sourced contracts and other purchasing decisions.
• Delivered production decisions including contracting, scheduling and planning process definition.
• Made inventory decisions including quantity, location, and quality of inventory.
• Created transportation strategy including frequency, routes, and contracting.
• Participated in the implementation of a new WMS.
• Participated in ERP implementation (JDE).
• With the improved processes and tech solutions the planned ramp-up time for production was improved with over 80%.

• Analysed sales forecasts, determined inventory and production levels.
• Analysed production specifications, plant capacity data, made recommendations on manufacturing processes, materials, equipment, and human resource requirements.
• Cooperated with quality assurance, production and purchasing to develop Materials Requirements Planning schedules and support new product introductions.
• Maintained the production materials inventory at optimal levels by identifying obsolete, slow moving and excess materials. Maintained reorder points and quantities, drove inventory turns, worked on company-wide inventory projects.
• Made inventory activities for finished goods, intermediate product, work in process and raw materials.
• No unplanned downtime caused to production with owning more than 300 SKUs