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Florian Berg, Digital Leader bei Bosch

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Digital Leader bei Bosch Florian Berg gibt im Interview einen Überblick über die Teamorganisation, den Ablauf des Recruitings und die eingesetzten Technologien.

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Video Summary

In "Florian Berg, Digital Leader bei Bosch," Speaker Florian Berg outlines two six-person teams in Linz that deliver manufacturing analytics and digital qualification for manufacturing and development engineers, working in an agile setup with a Product Owner and Scrum Master and as part of a global network providing internal digital services. He details hiring via university and fair scouting, an initial interview with HR, himself and an HR coach, followed by an on-site round with the dev team; as a leader he looks for alignment with vision/strategy, skills, personal attitude and development potential. The stack includes Kafka, Solace, Hadoop, Databricks and Microsoft/AWS event and IoT services, and the key challenge is balancing state-of-the-art technology with enabling and qualifying domain experts so they aren’t overwhelmed.

Inside Bosch Austria’s Data Engineering and Enablement Engine: Florian Berg on Agile Teams, Tech Stack, and a Hiring Process Built for Fit

Highlights from the session “Florian Berg, Digital Leader bei Bosch” (Speaker: Florian Berg, Company: Bosch-Gruppe Österreich)

At DevJobs.at, we tuned into the session “Florian Berg, Digital Leader bei Bosch,” featuring Speaker Florian Berg from Bosch-Gruppe Österreich. The takeaway is crisp: in Linz, Bosch runs two compact, agile teams that operate at the intersection of manufacturing data and capability building. One team delivers analytics services for manufacturing; the other focuses on digital upskilling for manufacturing and development engineers. Together, they anchor a model that pairs robust data engineering with deliberate enablement—mindful that cutting-edge tech must be introduced at a pace the shop floor can absorb.

Berg’s vantage point is hands-on. Coming from data engineering, he has built pipelines that tie together manufacturing and engineering data sources, with storage and processing both in an internal Data Lake and in the public cloud. That background infuses the culture: technically grounded, production-aware, and keenly focused on bringing domain experts along.

“We have two teams in Linz. One team provides analysis services in manufacturing, and the other team provides digital qualification for our manufacturing and development engineers.”

This dual mandate—deliver and enable—cuts through the entire operating model: in team structure, in hiring practices, in technology choices, and in how the teams partner with locations across regions.

Two teams, one purpose: analytics and digital qualification

Bosch in Linz runs two complementary teams, each with six members. The structure is intentionally symmetrical and creates clarity of focus:

  • Team 1: Analytics services for the manufacturing area
  • Team 2: Digital qualification for manufacturing and development engineers

Each team follows an agile setup with distinct roles:

  • Product Owner to anchor business context and prioritization
  • Scrum Master to enable team flow
  • Four hands-on colleagues focused on development and/or qualification activities

“We are operating in an agile setup… a Product Owner, a Scrum Master, and then four colleagues who mainly handle development and qualification.”

The outcome is a two-engine system: one engine builds and runs data services close to the factory; the other scales skills and understanding across the engineering and manufacturing community at Bosch. Technologies are not just rolled out—they are embedded.

Globally connected: Linz as part of a worldwide team

These Linz units are integrated into a global network spanning Brazil, Asia-Pacific, and Europe. That framing is more than a governance box—it opens channels for shared services, cross-regional learning, and a coherent portfolio offered internally across Bosch.

“These two teams are part of a worldwide team—Brazil, Asia-Pacific, and of course Europe—and together we provide various digital services and digital qualification for Bosch worldwide internally.”

For engineers, that creates a valuable environment:

  • International collaboration across locations and time zones
  • Access to a shared set of services and best practices
  • Steep learning from diverse markets and production contexts

At the same time, the work in Linz remains tangible and close to the line: analytics with manufacturing, qualification for the engineers on site, and a steady cadence of delivery and enablement.

Agile by design: roles, clarity, and context

The agile setup at Bosch Linz is not a veneer; it maps to how work gets done. Product Owners keep the teams aligned to mission and priorities, Scrum Masters nurture the rhythm and rituals, and the four core contributors ship the work—software and training alike. In the qualification team, facilitation and coaching are more prominent; in the analytics team, engineering takes the lead.

Leadership provides the frame. Berg describes his role as holding the “overall picture”—vision, strategy, competencies, and just as importantly, the human side.

“As the manager of the two teams, I keep the overall picture in mind… the vision, strategy, competencies—and also the personal attitude of the colleague.”

Practically, that means iterations that matter, learning that sticks, and delivery that is coherent—both within and across teams.

Recruiting with intent: from scouting to team fit

Bosch Linz built the second team last year—a recruiting-heavy phase that prompted them to formalize their internal process. That investment shows in a clear, two-stage pathway for candidates.

“We were very much into recruiting… we created an internal process to make it manageable… we have already found six people and are looking for more experts and talents.”

Active presence at universities and fairs

The teams do not wait passively for applications. They present at university fairs, showing both Bosch as an employer and the concrete day-to-day of software development within the company.

“We go to fairs at universities to show graduates what Bosch is—and of course what the daily life of a developer at Bosch looks like—answering questions directly.”

This is expectation-setting done right: putting the work in plain view and starting the dialogue early.

A two-round process that centers the team

The selection journey follows two deliberate steps:

1) Initial conversation:

  • Participants: HR, the hiring manager (Florian Berg), and the HR Coach responsible for the agile setup of the two teams.
  • Goal: Assess team and role fit, and determine which of the two teams and which position might be the right match.

2) On-site second round:

  • Participants: The development team that would later work with the candidate.
  • Goal: Check personal fit, skills, capabilities, and development potential in direct exchange with future colleagues.

“The second round is at the location on site, with the development team… Does it fit personally? Does it fit in terms of skills and capabilities? Do we see development potential?”

The emphasis on potential and attitude stands out. The process looks for more than a résumé—it seeks curiosity, communication, and the ability to grow with the team and the domain.

What leadership looks for: vision, strategy, character

Berg is explicit about his evaluation lens. Beyond alignment with vision and strategy and the right competencies, he values personal attitude, behavior, and how candidates present themselves.

“Do I see something in him or her? Do I see development potential? Does the way he behaves, the way he speaks, and the way he sells himself fit?”

He often describes candidates as pieces in a larger “overall puzzle”—the team’s structure, mission, and culture.

“I see the colleague in the overall puzzle, in the overall setup.”

For applicants, the message is clear: bring depth, bring curiosity, and bring the ability to communicate clearly in a cross-functional, agile, and globally connected environment.

The tech stack: Kafka and Solace, Hadoop inside, Databricks and cloud services outside

The technical pillars are concrete. Data moves from manufacturing and engineering sources into pipelines feeding both internal and public-cloud Data Lakes.

“I built pipelines connecting data sources from manufacturing and engineering… stored and processed in our internal Data Lake and in an external one. External means public cloud.”

Messaging and streaming

  • Kafka—named explicitly for engineering contexts
  • Solace—as an additional message broker in use

“In engineering we work a lot with message brokers. Kafka is one, and of course Solace.”

Storage and processing

  • Hadoop ecosystem—used internally for storage and processing
  • Public cloud—full palette from Microsoft and AWS

“For storage and processing we use the Hadoop ecosystem internally, and in the cloud we have the full palette from Microsoft or AWS.”

Cloud examples: Microsoft

  • Databricks—called out as a key service
  • Event Bus and IoT services—for event-driven and edge-oriented scenarios

“With Microsoft there is of course Databricks. There can also be an Event Bus or the various IoT services.”

For engineers, this is a rich environment: classic big data (Hadoop), modern streaming (Kafka, Solace), and cloud-native tooling (Databricks, IoT services) that extends from factory insights to scalable analytics.

The balancing act: state-of-the-art meets enablement

Berg names the core challenge candidly: the velocity of change in IT and the responsibility to bring people along.

“The biggest challenge is the fast pace—especially in IT—and for us it’s very important to enable and qualify employees… and not to move too fast.”

Manufacturing domain experts are deeply embedded in the product and hardware and operate on tight rhythms. New technologies must be taught and stabilized; dropping the “next big thing” a year later is not helpful.

“We need to first teach the technologies to the domain experts, and we can’t show up with the next one the following year… finding the balance between using state-of-the-art technologies and not leaving domain experts behind with too many new things.”

This philosophy places enablement at the center. Success is measured not only by what gets deployed, but by what gets adopted and used. For engineers who enjoy making systems work in the real world—and making knowledge stick—this is meaningful work.

What engineers can expect in Linz

From the session, we can sketch a clear picture of the work and culture:

  • Two focused, agile teams with clear roles and accountability
  • End-to-end responsibility across data pipelines in a manufacturing context
  • Global collaboration across Brazil, Asia-Pacific, and Europe
  • A modern tech portfolio: Kafka, Solace, Hadoop, Databricks, event bus and IoT services, and public cloud (Microsoft, AWS)
  • Day-to-day collaboration with manufacturing and engineering domain experts
  • Enablement as a first-class objective—building knowledge, not only software

It’s an environment where real industrial impact meets modern data engineering, and where delivering value includes growing people’s skills.

Skills and profiles: depth and attitude

While the session did not list specific job titles, the competency areas are apparent:

  • Data engineering and integration (pipelines, data lakes)
  • Messaging and streaming (Kafka, Solace)
  • Big-data processing (Hadoop ecosystem)
  • Cloud-based data tooling (Microsoft/AWS services, Databricks)
  • Agile collaboration and delivery practices
  • Communication and enablement skills (training, coaching, knowledge transfer)

The differentiator is mindset: growth potential, personal attitude, and the ability to fit the “overall puzzle.” Clear communication and ownership matter as much as technical skill.

A transparent, team-centered application path

Applications are reviewed for fit across teams and roles, followed by a structured initial conversation and an on-site round with the future development team.

“After the conversation we sit together internally and discuss how the candidate fits… if we say yes, it’s a really exciting candidate, then it goes to the second round… on site… with the development team.”

Candidates should be prepared to articulate both their technical contribution and how they work in teams—and to show how they would help others learn and adopt new tools.

Enablement as a product: digital qualification at the core

The second Linz team focuses on digital qualification for manufacturing and development engineers. Strategically, that’s a powerful lever: change sticks when people understand and shape it.

This leads to a few operating principles:

  • Enablement is part of delivery—not an afterthought.
  • Training, coaching, and ongoing support are planned and maintained.
  • Stability matters: new tools are introduced in ways that fit everyday practice.

Where many organizations struggle—projects “complete” but adoption lags—Linz addresses the gap head-on by dedicating a team and leadership attention to the human side of transformation.

Why now: momentum, clarity, and impact

Bosch Linz expanded by building the second team last year and continues to look for experts and talents. The timing is compelling: processes are shaped, the setup is clear, and the global integration is in place.

What makes this a strong opportunity:

  • Early influence: in six-person teams, every contribution matters.
  • Real use cases: data flows tied directly to manufacturing and engineering.
  • Learning runway: Hadoop internally and Databricks in the public cloud.

For engineers who value both modern tooling and responsible rollout, this context offers room to build, teach, and see impact.

Collaboration in practice: teams, domain experts, and on-site reality

The on-site second round is telling: fit is assessed where the work happens, with the people who will collaborate daily. That same principle carries into project work—domain experts are close partners, the qualification team bridges knowledge, and the analytics team builds and runs the data services.

“The development team… the colleagues who would later work with the candidate in daily work… exchange to see whether it fits personally and in terms of skills and development potential.”

Clear roles and clear interfaces—plus a culture that values enablement—create conditions for sustainable delivery.

Leadership with engineering DNA

Berg’s data engineering background matters. It anchors decisions in technical reality—pipelines, data lakes, cloud services—while keeping the human side front and center.

“We have a broad portfolio of technologies that we work with and offer to colleagues at the locations.”

For engineers, that often translates into substantive technical dialogues and a supportive environment for responsible choices, especially around pace and adoption.

Conclusion: Bosch Linz combines modern data engineering with deliberate enablement—and is hiring for both

The session “Florian Berg, Digital Leader bei Bosch” (Speaker: Florian Berg, Company: Bosch-Gruppe Österreich) paints a consistent picture: In Linz, Bosch runs two agile, globally connected teams that deliver manufacturing analytics and scale the skills needed to use them. The stack is modern and varied (Kafka, Solace, Hadoop, Databricks, public cloud), the working model is intentionally agile, and the hiring process is clear and team-centered.

Ultimately, success hinges on balance: using state-of-the-art technologies while bringing domain experts along. That is the culture on display—enablement as a core mission, potential as a key criterion, and team fit as a guiding principle. For engineers who want to bridge code and the factory floor, and who enjoy making knowledge stick, Linz offers the right challenges at the right time.

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