Inside TGW Logistics Group: Autonomous Scrum Teams, .NET Modernization, and Team Fit in Focus – Takeaways from “Mario Leitner, Head of Software Development bei TGW Logistics Group”

Why this session stood out

At DevJobs.at, we listened closely to “Mario Leitner, Head of Software Development bei TGW Logistics Group.” Speaker Mario Leitner offered a grounded, transparent look into an IT organization that counts “up to 700 IT employees” across TGW, while keeping communication lean, teams autonomous, and modernization concrete. Our key takeaway: TGW blends proven delivery structures (Scrum, Product Ownership, Team Leads) with a technology roadmap that clearly moves toward containers, Linux, Azure Pipelines, and a group-wide front-end portal. And through it all, people and team fit remain the decisive criteria in hiring.

That stance runs through TGW’s organization, hiring, and tech decisions, and it makes the environment tangible for engineers: clear roles, cross-location collaboration, and a stack spanning C#/.NET, Oracle, and a Vue.js‑based portal — steadily modernized sprint by sprint.

Team structure: Three programming teams, sharp focus areas, shared architecture

In Leitner’s area, there are “around 20 to 25 employees,” organized into “three programming teams.” Two teams focus on logistics software; a third ensures UI/UX by building the “implementation of a framework on which [others] can base” their work. This creates a common front-end foundation: reusable components, consistent UX, faster onboarding.

Company-wide, TGW runs “Scrum teams that either follow Scrum or Scrumban,” each with developers, “Scrum Masters, [and] Product Owners.” Roles are “often shared across teams.” One practical highlight: “We have a Scrum Master for three teams … which is very well received,” aligning facilitation and smoothing cross-team dependencies.

Overarching coherence comes from “Tech Leads and Software Architects” who manage the system architecture across locations — named as “Mach-Trink,” “Wölz,” and sites in Germany. This keeps decisions consistent across teams while preserving local autonomy.

Why this setup works

• Focused teams: Core logistics software separated from the UI/UX enablement layer — yet closely linked.
• Grounded agile roles: Developers, POs, Scrum Masters — shared where it improves flow.
• Architecture as glue: Tech Leads/Architects keep the big picture consistent across locations.

To us, that’s a recipe for speed, quality, and reuse — and it gives talent a choice of working on core logistics, on UI/UX and framework enablement, or in architecture.

Leadership and communication: Team Leads as daily anchors, management as shortcut — not a hurdle

A defining organizational principle at TGW: every team has “its own team leader,” a “spokesperson for the entire team.” At the same time, “communication from the management side is very flat … and very direct.” The combination — a daily, accessible Team Lead and short, effective lines to management — reduces friction and accelerates decisions without micro-managing.

Leitner puts it plainly: “It’s important to have someone you can turn to constantly and daily — and we try to pull that through consistently.” For engineers, this means there’s always a context-aware point of contact who can remove roadblocks and connect to management when needed.

What this delivers in day-to-day work

• Reliable point of contact: Team Leads know goals, backlog, and impediments — and act on feedback.
• Flat escalation paths: Decisions are within reach — without excessive overhead.
• Autonomy protected: Leadership shapes the frame; teams deliver within it.

The result is the culture of “very autonomous teams” Leitner emphasizes — coupled with the safety net of clear, responsive leadership.

Hiring: First fit with multiple areas, then the team interview — and an honest choice

TGW is large enough to centralize recruiting — and close enough to engineering reality to keep the process practical. Here’s how Leitner describes the flow:

1) Intake and initial screening by the recruiting department: “The first check is done: Where does [the person] fit? Which job description?” Profiles then go “directly to the team … to the leader there.”

2) First interview with up to three Team Leads: “This has a great reason — the applicant gets to know that there are several areas at TGW dealing with software … and thus different opportunities.” Each area “introduces itself” so both sides leave with “a good impression” of working together.

3) Preference and second interview: After the first interview, candidates are asked “which area they are interested in.” In coordination with Team Leads, the second interview follows, focusing on “details of the job, what daily work looks like, what the environment looks like.” The centerpiece is:

4) Team interview: “The applicant gets to know the team they will work with. And the team gets to know the new colleague.” It covers both the technical side — experience brought to the team — and the personal side: “What do you do in your free time? Do we go running together?” The message is clear: Skills matter, but “they must fit into the team structure.”

5) Decision and offer: After the team interview, TGW makes the call — “hopefully with an offer” — culminating, in Leitner’s words, with “TGW is my company.”

What we like about this approach

• Real choice: Candidates see multiple areas and co-decide where they fit best.
• The team has a say: Future colleagues assess fit and make hires more durable.
• Practical transparency: The second interview focuses on “details” of real day-to-day work — not just slides.

For engineers, this means you’re treated as a future colleague from the start — and you know your team and scope before you say yes.

Technology roadmap: From .NET Framework to .NET Core, from homegrown to Azure Pipelines — and a new Vue.js portal

TGW shares specific, grounded details about the stack and where it’s going:

• Legacy exists — but it’s not center stage: “PL/SQL on Oracle” is “not our main technology.”
• Today’s core: “.NET Framework, C# … almost the entire software is on version 4.8.”
• Tomorrow’s target: “Migrating to .NET Core,” enabling “container deployment [and] Linux systems.” That’s the “basis” for platform modernization.
• Front end: a group-wide “TGW portal,” using “Vue.js,” with a framework approach to build “apps and widgets.”
• Java is part of the mix: “There is Java development … you are welcome,” underlining the tech variety.
• Databases: “primarily Oracle,” with occasional “MySQL.”
• Tooling: a shift “from homegrown tools … to Azure Pipelines,” aiming for “automatic container deployment.”
• Runtime models: “Cloud-based solutions or component-based solutions” where possible; alongside “on-premise solutions” that won’t vanish but are being “split into components” to become “more scalable.”

Why this is compelling for engineers

• Modernization with traction: Migrating to .NET Core and Linux containers is a concrete plan, not a slogan.
• High-impact front end: Vue.js as a group portal framework — apps and widgets as first-class work items.
• DevOps pragmatism: Azure Pipelines over homegrown tools, with automated container deployment as the goal.
• Variety without chaos: C#, Java, Oracle, MySQL — applied where they make sense.
• Operational realism: Cloud where it fits, on-prem when required, componentization to scale both.

It’s a modernization agenda grounded in the existing landscape — ambitious without ignoring reality.

Cross-location collaboration: Many “variants,” one architectural throughline

Leitner describes TGW’s reality as having “very, very many variants,” organizationally and technologically. Collaboration means learning together, aligning where it matters, and resisting one-size-fits-all. Shared Scrum Masters, hands-on Team Leads, and cross-site architecture are the mechanisms he highlights.

Where variety might otherwise silo teams, that role connects the dots: lessons move faster, impediments surface, and priorities stay aligned. Tech Leads and Architects hold the big picture together — across “Mach-Trink,” “Wölz,” and Germany — helping teams balance autonomy with coherence.

What TGW expects from team fit — and what talent gets in return

Leitner is direct: being a “perfect developer” isn’t enough — the person has to “fit into the team structure.” That’s not a nice-to-have; it’s essential. With “very autonomous teams,” mutual trust and respect are the enablers of delivery.

In return, candidates get a work environment that treats teams as the primary unit: they introduce themselves in the first interview, they meet potential colleagues in the team interview, and they share responsibility for the decision. That creates cohesion — and lowers the risk of mismatches for everyone.

Concrete reasons engineers should explore TGW

• Autonomy with support: Self-reliant teams, clear points of contact, flat lines to management.
• A real engineering culture: Scrum/Scrumban, POs, and Scrum Masters with a cross-team mandate.
• Architecture as an arena: Tech Leads/Architects working on the system as a whole — across locations.
• A future-looking stack: .NET Core, Linux containers, Azure Pipelines; fronted by a group-wide Vue.js portal.
• Realistic variety: C#, Java, Oracle — paired with componentization and a pragmatic cloud/on-prem stance.
• Transparent hiring: Multi-Lead first interview, practical second interview, team interview at the core.

Day-to-day work and growth — drawn from the session

Without speculating, the session points to what work might look like:

• Backend engineers drive today’s C#/.NET Framework work and tomorrow’s migration to .NET Core — with containers and Linux in view.
• Front-end engineers build apps and widgets for the “TGW portal” on top of a Vue.js framework.
• Platform-minded engineers help move from homegrown deployments to “Azure Pipelines” and “automatic container deployment.”
• System thinkers will find room in architecture roles — working with Tech Leads across locations to keep the whole coherent.

Each path benefits from the autonomy, dedicated Team Leads, shared Scrum Masters, and the hiring process that already mirrors the real team dynamic.

Conclusion: Grounded modernization — and teams that make it work

“Mario Leitner, Head of Software Development bei TGW Logistics Group” reveals an organization that takes both technology and collaboration seriously. The move from .NET Framework 4.8 to .NET Core, from homegrown deployment tooling to Azure Pipelines, from standalone apps to a Vue.js‑based portal — none of it happens in isolation. It’s carried by autonomous teams, connected by shared Scrum Masters, and anchored by Team Leads who serve as daily points of contact.

Hiring mirrors that stance: multiple Team Leads in the first interview, a second interview centered on how work really looks, and a team interview that weighs both technical strengths and personal fit. Ideally, it ends with a decision that has conviction — “TGW is my company.” For engineers seeking practical modernization, clear roles, and a respectful team culture, TGW Logistics Group is well worth a closer look.

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