My roles and projects in the IT sector, where I’ve delivered products for fintech, AI, SaaS, and regulated digital platforms.
When a Swiss digital bank needed to marry regulatory rigor with agile speed, I became the translator between two worlds: the stakeholders who spoke "compliance and risk" and the engineering teams who spoke "sprints and features."
My role wasn't to just run ceremonies—it was to build a bridge of trust in an environment where every release carried financial and regulatory weight. I redesigned the release process so that "moving fast" never meant "breaking things," turning stakeholder anxiety into confidence through predictable, transparent delivery.
I didn't just manage backlogs, I embedded compliance thinking into every user story, ensuring that regulatory requirements were met by design, not by desperate last‑minute patches. When collaborating with data and AI teams, I ensured our innovations weren't just technically impressive, but audit‑ready and business‑aligned.
What This Role Proved:
That in highly regulated sectors like banking, the most valuable agile lead isn't the one who accelerates blindly, but the one who builds guardrails that enable speed with safety. I learned to turn legal complexity into a competitive advantage and to deliver products that are as trustworthy as they are innovative.
When a Swiss fintech startup needed to build a digital CFO platform that could navigate both AI innovation and strict financial regulation, I became the product architect who ensured these two forces didn't clash, they collaborated.
My mission wasn't just to prioritize a backlog. It was to build a product that could think like an accountant, comply like a lawyer, and scale like a tech giant. Every AI/ML feature we launched wasn't just a technical milestone, it was a compliance‑by‑design case study, built to pass audit before it passed user testing.
I didn't just manage stakeholders, I translated between data scientists who spoke in models and business leaders who spoke in revenue, creating a shared language where innovation met accountability. During M&A transitions, my product roadmap became the single source of truth that aligned technical teams, legal advisors, and business strategists.
What This Role Revealed:
That the most powerful product leadership in fintech happens where data meets regulation. I learned that you can move fast without cutting corners, if you bake compliance into your product DNA from day one. This role taught me that in regulated tech, the boldest innovation is the one that survives scrutiny.
This wasn’t just another eCommerce project. This was where I learned to build for scale across continents, launching a custom platform for the North American market from Belgrade, and proving that distance is no barrier to intimacy with your user’s needs.
My role wasn’t to just write user stories. It was to become the architect of clarity for a product serving two hemispheres, translating timezone differences into seamless handovers, cultural nuances into intuitive UX, and business goals into a microservice architecture built to grow without groaning.
I didn’t just prioritize backlogs. I treated real‑time data as a co‑product owner, letting analytics veto assumptions and inform every pivot. When I collaborated on database design, I wasn't just thinking about today's transactions - I was planning for tomorrow's global expansion.
What This Role Forged:
The conviction that great products aren't just built, they're grown across borders, time zones, and stakeholder mindsets. I learned that scalability isn't a technical feature you add later, it's a mindset you bake in from line one of the roadmap. This role taught me that whether you're building for Toronto or Texas, the foundation is always the same: clarity, data, and a relentless focus on the human on the other side of the screen.
This is where my product philosophy was forged: in the space between what users ask for and what they actually need. Over nearly four years, I learned that a great product isn't just built, it's continuously discovered, one SQL query, customer interview, and legal review at a time.
My role wasn't just translating requirements. It was becoming a hybrid thinker who could sit with engineers discussing architecture, with customers mapping pain points, and with legal stakeholders drafting compliant documents, all before lunch. I didn't just gather feedback; I interrogated it, using real‑time data to separate signals from noise.
I didn't see legal documentation as bureaucracy. I saw it as the original source of truth,where clarity prevented future conflict. Drafting contracts in HTML templates taught me that precision in language is the same discipline as precision in product specs: both exist to prevent misinterpretation and ensure alignment.
What This Role Built in Me:
The understanding that the best product leaders aren't just facilitators, they're synthesizers. They connect data with design, law with logic, and strategy with sprint planning. This role taught me that before you can build a product people love, you must first build a process that respects complexity, values evidence, and delivers not just features, but trust.
My early‑career foundation in law, where precision, regulatory compliance, and structured process became my professional DNA.
This wasn't just an internship. This was my bootcamp in precision under pressure, where every document carried legal weight, every deadline was non‑negotiable, and “attention to detail” wasn’t a soft skill, it was the only skill that mattered.
My role wasn't to just file papers. It was to become the guardian of procedural integrity in a system where a misplaced comma could delay justice, and where organization wasn't about tidiness, it was about accessibility to truth. I didn't just research regulations; I learned how the letter of the law meets the reality of enforcement.
I treated every case file not as a folder, but as a narrative of accountability and my job was to ensure that narrative was complete, compliant, and clear to anyone who needed to understand it. In an environment where public trust was built on transparency, I saw firsthand how process excellence fuels institutional credibility.
What This Role Planted in Me:
The unshakable belief that structure isn't bureaucracy, it's the architecture of trust. Long before I wrote a user story or prioritized a backlog, I learned that systems only work when their foundations are rigorous, their workflows are clear, and their documents are impeccable. This role didn't just teach me about law, it taught me how to build professional rigor into everything I do, whether the output is a legal notice or a product launch.
This role was my practical masterclass in turning legal complexity into client confidence. I didn't just draft contracts and manage documents, I built systems of clarity in an environment where every signature carried weight, every regulation mattered, and every client interaction was a chance to reinforce trust.
From coordinating with multiple insurance providers to ensuring seamless compliance with authorities, I learned that operational excellence in law isn't about knowing every rule, it's about creating processes so reliable that compliance becomes automatic, and satisfaction becomes consistent.
What This Role Instilled in Me:
The discipline that precision is professionalism, and process is what makes precision scalable. Long before I managed product backlogs, I was managing legal workflows with the same ethos: eliminate friction, anticipate needs, and deliver outcomes that are both legally sound and human‑centered. This experience taught me that whether you're serving a client or a user, the goal remains, build systems that people can trust, not just use.
This wasn't just legal training. This was learning to think like the system itself, where I saw firsthand how laws transform into rulings, how evidence shapes outcomes, and how procedural integrity is the bedrock of justice itself.
My role wasn't to observe passively. It was to internalize judicial discipline: drafting decisions where every word carried consequence, simulating trials where procedure could determine truth, and providing pro bono counsel where access to justice wasn't a privilege, but a right I helped uphold.
I didn't just study civil, criminal, and enforcement law, I learned how systems balance fairness with rigor, and how clarity in judgment begins with clarity in thought. This was where I developed the ability to distill complexity into structured, defensible conclusions, a skill that later became my product superpower.
What This Role Built in Me:
The understanding that the best decisions are grounded in process, empathy, and unwavering respect for structure. Long before I prioritized a product backlog, I was weighing evidence, considering impact, and crafting rulings meant to withstand scrutiny. This role taught me that true expertise isn't about knowing the answers, it's about mastering the framework that leads to them, whether in a courtroom or a boardroom.
This was my first real‑world lesson in hybrid leadership, where I wasn't just a lawyer in an office or a manager on the shop floor. I was both at once, learning that the most powerful leadership happens at the intersection of disciplines.
My role wasn't to switch hats between "legal" and "retail." It was to wear one hat with two brims: drafting contracts that protected the business while coaching teams that drove its growth, ensuring compliance didn't stifle ambition, and using data not just to track inventory, but to shape strategy.
I didn't just manage stores, I built ecosystems where employee engagement, customer satisfaction, and regulatory adherence weren't competing priorities, but parts of the same engine. This was where I learned that the best operational leaders don't just enforce rules, they design systems where people can thrive within them.
What This Role Revealed to Me:
That true impact lies in synthesis, not specialization. Long before I became a product owner bridging tech and business, I was already operating at the crossroads of law, commerce, and human dynamics. This role taught me that whether you're expanding a retail chain or scaling a fintech platform, the core challenge remains: how to grow responsibly, lead empathetically, and build something that lasts, both on paper and in practice.
“Don’t explain your philosophy. Embody it.” — Epictetus