Ssonja Peter

Agile working has inspired and changed Ssonja Peter as a manager more than all change processes before. Her opinion: “Modern leadership in an agile environment promotes independent teamwork and thus intrapreneurship to the maximum by means of participation and demonstration. She has experienced continuous delivery as one of the most effective levers: it fills teams with joy and pride because an ideal solution was found together with the customer. What do you have to learn as a manager? Deep trust in employees and the ability to “let go”.

The business economist and banker Ssonja Peter knows the banking business down to the smallest detail. Since 2000, she has been involved in shaping the fundamental change in the industry herself in various management positions in major German banks. This also included agile transformations within the scope of digitalization initiatives.


  • Graduate Bank business economist
    Frankfurt School of Finance & Management
  • Leadership Development Programme Management Level 2
    Commerzbank Frankfurt​

Business languages

  • German
    Native Speaker
  • English
  • Spanish
    Basic Knowledge


  • Agile organizational and departmental transformations
  • Working models and frameworks for large scaled agile setups
  • Setup and leadership of ScrumMaster Team
  • Modern leadership principles and coaching of management teams

Further education

  • External and internal training in (agile) senior leadership
    Comteam Academy, Tegernsee; Akademie ForumFührung, Düsseldorf; Commerzbank AG, Frankfurt
  • ScrumMaster powered by bg
  • Product Owner powered by bg
  • Self-organization needs Leadership
    Boris Gloger und Dieter Rösner (Trainer)
  • OKR Champion powered by bg
  • Certified SAFe® 5 Scrum Master
  • Certified LeSS Practitioner
  • Certificate ‘Principles of Sustainable Finance’
    Erasmus University of Rotterdam


Intrapreneurship as a driver of transformation

The transformation of a classic company into a modern, resilient and adaptable organization is not solely a question of so-called "agile" practices. Task boards and daily scrums will not make any company more successful in the long term if the fundamental thought patterns continue to be classically bound by instructions.

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