Inside Premedia GmbH’s Marketing Technology: Four Marvel-inspired teams, clear roles, and a 100‑day onboarding — our takeaways from “David Stöger, Head of Marketing Technology bei Premedia”

Why this session matters

In “David Stöger, Head of Marketing Technology bei Premedia,” David Stöger outlines how Premedia GmbH structures digital delivery, hires engineers, and onboards talent into a deliberately complex, modern tech ecosystem. What stood out to us at DevJobs.at: sharply defined roles, a deliberately concise hiring journey with engineers involved early, and an onboarding experience that is both personal and structured — all set against a tech stack that spans Angular and .NET to React, TypeScript, JavaScript, Java, and XSLT.

That insistence on in-person encounters, paired with a 100-day plan and mentorship, tells you a lot about the organization: expectations are clear, people are supported, and complexity is embraced because that is where the work becomes meaningful.

The Marketing Technology business cluster: 25 people, four teams, three core roles

Premedia organizes its operations into business clusters. Digital projects live in the Marketing Technology cluster — a 25-person unit split into four teams with Marvel-inspired names: Vision, Iron Man, Spider-Man, and Rocket. Playful naming aside, the setup signals autonomy and ownership at team level.

Three roles, one delivery flow

Stöger frames delivery through three core roles:

• Solution Conceptor: captures business requirements from customers and translates them into user stories.
• Solution Architect: owns technical correctness of the platform and defines how features will be implemented.
• Solution Developer: implements in the platform — and, importantly, can grow toward an architectural path.

The message is straightforward: if you enjoy system thinking and end-to-end responsibility, the career path from developer to architect is designed into the organization.

Hiring: one HR contact, engineering in round one, onsite round two with real team time

Premedia’s candidate journey is engineered for clarity. Hiring runs through HR with a consistent point of contact throughout. Engineering is involved from the first conversation — typically the team manager joins, and sometimes a team member as well, to gauge both technical and human fit.

Round one to round two: concise by design

If the fit looks good, there is a second round, held onsite. Stöger is explicit about the value of meeting in person, even post‑pandemic:

A central element of round two: candidates spend about an hour with the team, with questions encouraged in both directions. The goal is mutual clarity. The process is intentionally short — usually two conversations. No maze of hoops, just the right depth to set expectations.

Onboarding: personal welcome, then a personalized plan — and mentorship at your side

The most charming part of onboarding starts even before day one: candidates are asked what they would like to eat in their first week at the canteen/bistro. Premedia employs an in‑house chef who cooks Monday to Thursday — for free.

Beyond the warm welcome, the structure is serious: a personalized 100‑day plan and a named mentor.

The 100‑day onboarding pack

On day one, you receive a folder with your name and a structured, personalized plan for the first 100 days. The plan is shared between you and your mentor so milestones don’t get lost in the noise of delivery.

Onboarding support is dual‑tracked:

• a mentor from the team — the team manager or a subject‑matter lead, depending on the project, and
• the HR team, especially for topics that aren’t specific to a particular business cluster.

That balance — guided start, then independence — is stated openly. It’s an environment for people who appreciate support and ownership in equal measure.

What they build: product data, media assets, editorial content — plus a B2B procurement portal

The Marketing Technology cluster focuses on data and channels — and how to drive business value through structured content operations.

Centralized data, consistent multichannel output

Premedia helps customers centrally manage product data, images, videos, and editorial content. The point is clear: author once, distribute widely. Use cases include websites, online shops, apps, price lists, and product data sheets. The payoff is consistency across channels and fewer operational errors.

Procurement Solution: ordering print jobs end‑to‑end

The second major pillar is the Procurement Solution: a portal where B2B customers order print jobs online. Premedia handles the process end‑to‑end — from order intake and fulfillment to delivery — on a platform the company developed itself.

Tech stack: Angular and .NET for procurement; React, TypeScript, JavaScript, Java, and XSLT for PIM/DAM/CMS

The stack is intentionally broad. The Procurement Solution is built on Angular and .NET. Solutions around PIM, DAM, and CMS use React, TypeScript, JavaScript, Java, and XSLT. That breadth makes the work interesting — and demands structured enablement and role clarity.

If you enjoy moving between frontend frameworks, backend services, and content transformation, you’ll find substantial problems here. And the team is honest about the managerial challenge: breadth needs mentorship and planning.

Architecture reality: microservices, cloud, SaaS — and the craft of integration

Stöger’s market view is pragmatic: microservice architectures and a move to the cloud — away from on‑premise toward SaaS — raise the complexity of software development. The monolith’s tidy boundaries have given way to many services and many seams.

The implication: extensions and services often land in Azure or AWS. The decisive question is not whether to use the cloud, but how to make systems work together.

That is where engineering expertise becomes visible — and where meaningful career growth happens.

Collaboration model: from business to user stories to architecture to delivery

The operating model follows a dependable pattern:

1. The Solution Conceptor captures customer business needs and translates them into user stories with clear acceptance.
2. The Solution Architect defines the how and is responsible for technical correctness at the platform level.
3. The Solution Developer implements in the platform against a clear target architecture and constraints.

In a heterogeneous stack, that separation of concerns ensures that developers aren’t building in a vacuum. Responsibilities are explicit, and handovers are meaningful.

Why this environment appeals to engineers — based on the session

From an engineering and employer‑branding standpoint, the talk reveals several strengths:

• Explicit roles with tight interplay: Conceptor → Architect → Developer. Reduced friction, better learning paths.
• Early engineering involvement in hiring: technical and human fit assessed from round one.
• A concise process with real team time: two rounds, the second onsite with an hour in the team.
• A structured, personalized onboarding: a 100‑day plan, mentorship, and HR support.
• Tangible product domains: PIM/DAM/CMS for centralized content operations and a proprietary B2B Procurement Solution.
• Real stack breadth: Angular, .NET, React, TypeScript, JavaScript, Java, XSLT — with intentional enablement.
• A grounded view of modern complexity: microservices, cloud (Azure/AWS), SaaS — with a focus on integration.
• A visible path into architecture: the route from developer to architect is part of the organizational design.

Expectation setting: clarity, proximity, and mutual fit

A recurring theme is expectation clarity. Stöger is upfront about the importance of meeting in person and spending time with the team so both sides can calibrate expectations. That same transparency carries into onboarding: guided start, then proving yourself.

For engineers who value directness and clear ownership, this alignment is a feature, not a constraint.

Who will thrive here

Based strictly on the session, the profile that fits well includes:

• Developers who are comfortable moving between frontend and backend stacks — or motivated to learn across them.
• Conceptors and architects who enjoy defining the “how” and thinking in end‑to‑end systems.
• People who see microservices, cloud platforms, and integration challenges as the interesting part of the job.
• Teammates who appreciate clear roles, short decision paths, and genuine in‑person collaboration.

Bottom line: structure that makes complexity productive — and attractive

“David Stöger, Head of Marketing Technology bei Premedia” shows how to make a heterogeneous modern stack productive: clear roles; a concise, human hiring process; a personalized 100‑day onboarding; and a focus on product domains that deliver customer value — centralized product and media data, editorial content, and an end‑to‑end B2B procurement portal.

If you want responsibility across a broad stack, see microservices and cloud as your playing field, and value a culture that treats people seriously — in interviews, in team rooms, and on day one — Premedia GmbH’s Marketing Technology cluster offers substance, direction, and a credible path from development into architecture.

Quick recap — the essentials from the talk

• Business cluster: Marketing Technology (25 people; four teams: Vision, Iron Man, Spider-Man, Rocket)
• Roles: Solution Conceptor, Solution Architect, Solution Developer (path from developer to architect)
• Hiring: HR as a single point of contact; engineering in the first interview; second round onsite; one hour with the team; typically two conversations total
• Onboarding: personal meal choice for week one; in‑house chef (Mon–Thu free); personalized 100‑day folder; mentor + HR support; clear expectation of independence after ramp‑up
• Focus areas: PIM/DAM/CMS (central data, multichannel output), B2B procurement portal (through to delivery)
• Tech stack: Angular, .NET; React, TypeScript, JavaScript, Java, XSLT
• Architecture trends: microservices, cloud (Azure/AWS), SaaS vs. on‑prem; emphasis on integration and systems interplay

That’s modern marketing technology at Premedia GmbH: challenging, human, and built on a clear idea of how to turn complex problems into good engineering and good growth.