1
Fractional Product Owner
Experienced product leadership one to two days per week — without the cost of a full-time hire.
- Roadmap planning
- Backlog prioritisation
- Stakeholder alignment
- Sprint and release planning
Available for new clients
Turning Product Backlogs into Business Outcomes
Fractional Product Owner helping e-commerce and digital teams prioritise better, deliver faster and create measurable business value.
15+ years of digital delivery
· 77% backlog reduction
· Scrum
· Project Manager
· Team Lead
· Product Owner
· Business Process Management
NF
Nicolai Falkenberg
Fractional Product Owner, Business Process Manager and agile delivery specialist.
Experienced across Bang & Olufsen, 3 Denmark and Opinord. I help digital teams create clarity, prioritise better and deliver with more confidence.
For companies that need momentum
- Your backlog is growing, but priorities are unclear.
- Your team is busy, but delivery feels unpredictable.
- Stakeholders need better visibility and alignment.
- You need product leadership, but not a full-time hire.
77%active backlog reduction at Bang & Olufsen
15+years of digital delivery, product and project experience
Experience from
Bang & Olufsen
3 Denmark
Opinord
Additional Digital Organisations
Services
Practical product, process and agile delivery support — without the full-time overhead.
2
Agile Delivery Coaching
Improve how your team plans, collaborates and delivers value consistently over time.
- Scrum facilitation
- Delivery metrics
- Team ceremonies
- Continuous improvement
3
Product Delivery Leadership
Bridge business goals, product priorities and delivery teams to create momentum and predictable execution.
- Roadmap execution
- Release planning
- Delivery governance
- Cross-team coordination
4
Business Process Management
Design clearer end-to-end business processes that reduce friction, improve ownership and make cross-functional execution easier to manage.
- Process mapping and redesign
- Workflow and operating model design
- Cross-functional handoffs
- Governance and continuous improvement
Selected work
Concrete work across digital commerce, data and project delivery.
Bang & Olufsen
Digital commerceRole: Scrum Master / Product Owner
Period: 2024–2026
Challenge
The department was managing a large and ageing backlog that had accumulated over time, making it difficult to distinguish strategic priorities from outdated or low-value work. Limited visibility across projects, dependencies and delivery status also created challenges for project managers and stakeholders when making prioritisation and planning decisions.
Delivery
Led a comprehensive backlog review and rationalisation effort, removing obsolete items and improving the quality of active work. Established a department-wide roadmap that provided greater visibility into projects, dependencies, timelines and delivery priorities, creating a shared view across teams and stakeholders.
Result
Reduced the active backlog by 77%, enabling teams to focus on current business priorities and higher-value initiatives. Improved transparency across digital commerce projects, strengthened stakeholder alignment and provided project managers with a clearer foundation for planning, prioritisation and delivery decisions.
3 Denmark / 3Insights
Data & analyticsRole: Team Lead / Data Project Manager
Challenge
The team needed a more structured and transparent operating model to improve planning, prioritisation and alignment across data and analytics initiatives. As demand increased, there was a growing need for clearer ownership, visibility and coordination between stakeholders and delivery teams.
Delivery
Introduced Scrum practices, established a structured planning and follow-up cadence, and created greater transparency around priorities, capacity and ongoing work. Worked closely with stakeholders and team members to align expectations, improve communication and create a more predictable delivery process.
Result
Created a more transparent and collaborative way of working, improving scope definition, prioritisation and stakeholder alignment. The team gained better visibility into ongoing initiatives, clearer decision-making processes and a stronger foundation for delivering data and analytics projects effectively.
Opinord
Project deliveryRole: Digital Project / Delivery Support
Challenge
The organisation needed greater structure and transparency across ongoing initiatives. Business objectives, stakeholder expectations and delivery activities were often moving at different speeds, creating a need for clearer prioritisation, communication and execution.
Delivery
Coordinated projects and delivery activities across stakeholders, supported planning and follow-up processes, and acted as a bridge between business needs and execution. Established clearer communication channels, improved visibility into ongoing work and helped ensure initiatives progressed according to agreed priorities and timelines.
Result
Created greater clarity, alignment and momentum across digital initiatives. Improved stakeholder visibility, strengthened coordination between business and delivery teams, and enabled more structured execution of strategic and operational projects.
How I work
Roadmap, prioritisation and delivery flow made visible.
Roadmap Planning
Q1
Q2
Q3
Align stakeholders around clear priorities, sequencing and business outcomes.
Prioritisation
Quick wins
Strategic bets
Fill-ins
Avoid
Focus teams on high-impact initiatives instead of the loudest requests.
Delivery Flow
Idea 01
Discovery 02
Prioritisation 03
Delivery 04
Outcome 05
Create visibility from idea to outcome with predictable delivery.
Selected outcome
Shared direction
A visible roadmap gives stakeholders one shared view of priorities, sequencing, dependencies and intended business outcomes.
Agile & Scrum
Pragmatic Agile. Not agile theatre.
Agile that supports delivery
Scrum · Flow · ImprovementPlan
Clear priorities, sprint goals and shared expectations before work starts.
Deliver
Visible flow, dependencies, risks and ownership across product, business and technology.
Improve
Reviews, retrospectives and delivery signals used to remove friction and strengthen predictability.
Testimonials
What colleagues and leaders say.
Bang & Olufsen
"Nicolai has a strong ability to bring clarity to complex workflows and to align both technical and business perspectives."
Niclas Mørkeby Hyrzkov LarsenManager – Tech, UX & Design, Bang & Olufsen
3 Denmark
"Nicolai led a team of highly skilled specialists across data science, back-end and front-end development while managing roadmap priorities and stakeholder alignment."
Jeppe WaidtsløwHead of Products, CX & 3Insights, 3 Denmark
Publicis Sapient
"Nicolai plays a key role in aligning cross-functional stakeholders, ensuring clarity on priorities, deliverables and timelines."
Sanjeev NiranjanManager Technology, Publicis Sapient
Opinord
"Nicolai showcased exceptional organizational skills and a strong ability to balance multiple roles effectively."
Frederik NanhedFounder, Opinord
How engagement works
A clear way to start.
1
Discovery Call
We clarify current delivery challenges, team setup, stakeholders and where support would create the most value.
2
Delivery Assessment
I review backlog, roadmap, ceremonies, stakeholder flow and current friction points.
3
Roadmap & Priorities
We create clearer priorities, sequencing and a practical rhythm for decision-making and delivery.
4
Ongoing Fractional Support
I support execution one to two days per week to maintain momentum, alignment and transparency.
Need clarity, prioritisation and delivery momentum?
Send me an email and tell me where delivery is getting stuck. I’ll respond with a practical view of where greater clarity, prioritisation or structure could help.