Who Gives a Crap sells good looking, environmentally friendly toilet paper, paper towels and tissues. We donate 50% of our profits to help build toilets for those in need. As much as we love toilet paper, the reason we're in business is the impact we're having on the planet and its people. To date we have donated $1.8 million Aussie dollars to fund sanitation projects in the developing world.I am very fortunate to be an Agile Delivery Lead and support our digital product delivery.- Driving our delivery roadmap.- Developing and enabling our digital product squads.- Refining ceremonies, improving delivery processes and optimizing ways of working.- Ensuring a detailed understanding of the product priorities and exceeding our customer's delivery expectations.- Giving a Crap.

Iteration management for two mission-based squads with the introduction of the Momentum framework and principles over the last 5 months. These are sister squads focused on digital claims lodgment and claims management across Suncorp's five brands. Both squads work from a shared mission roadmap with planning and resourcing dependencies across the financial year to be considered. - Introduction and coaching across my squads on the Suncorp Momentum framework. Key mentions include the introduction of formalized quarterly planning events using Jira Advanced Roadmaps and standardized project governance phases(ideation, discovery, delivery and post-delivery). - Supported the creation of a tribe SOS forum where we focus on resolving escalated project risks and issues. In addition to this I supported our tribe coach in driving an SM community of practice(COP) to learn from each other and improve our ways of working. - Matured squads, more than capable of facilitating and driving their own agile ceremonies(stand-up, planning, retrospective, backlog refinement, review) in the absence of leadership. Ceremony cadences are very similar to my previous banking squads following the same Momentum framework. Squads understand the desired outcomes and value from each agile ceremony and when the rules can be pushed. - Backlog refinement sessions take the form of “elaboration sessions” on a twice-weekly basis. This need is driven from an incredibly complex delivery environment where scope and requirements changes can happen frequently with little notice(e.g. compliance and regulatory changes). While more time consuming these sessions are agenda driven and usually focus on scoping and solution questions. The same outcomes and value as backlog refinement is achieved through a more organic means here. - Sprint velocity, burndown and defect metrics are all used to guide squad habits and reinforce good behaviors across our deliveries.

During my 12 months as an Iteration Manager in the Bank Automation Tribe I led 4 separate squads under the Suncorp Momentum model. Two of these squads were long-lived initiative delivery for the duration of my contract. Two other squads were formed around tactical programs of work for enhancements and run/operations deliverables. - Facilitation of Agile fundamentals workshops and initiative/epic level breakdown sessions. Used these learning opportunities to empower our squads and new members to effectively participate in quarterly planning events. - All squads facilitated a daily 15 minute standup with a focus on completed goals, next goals and any blockers to be resolved or escalated to the tribe level for visibility. - All squads participated in sprint retrospective and planning sessions every 2 weeks with an hour's duration each. Sprint progress was reviewed and next sprints deliverables were planned and adjusted based on scope and environmental factors of the squad. Sprint retrospective focused on hearing out squad frustrations, celebrating their wins and focusing on real tangible actions over the next two weeks. - Sprint review for squads was organized as a “showcase” event every 2-4 weeks. Squads would showcase demonstrable functionality to stakeholders with customer-like data to get the best possible feedback and make efficient use of everyone's time. - Squad backlog refinement sessions happened each off week between sprint planning ceremonies to help the team review current scope and project goals. Sprint scope was adjusted when necessary or as requirements evolved with approval from the product owner. As a rule of thumb we aimed to have at least one future sprint of work planned to 80% confidence. - Sprint velocity, burndown and defect metrics were used to guide squad habits and reinforce good behaviors across our deliveries. Squad members were aware of their role commitments and responded positively as a team to learning experiences.

Expanding my influence as a Scrum Master to assist in guiding other teams towards Agile ways of working and supporting new Scrum Masters in their role. In addition, assuming people management responsibilities for a cross-regional DevOps team. - Guiding other teams through Agile adoption - Coaching support for new Scrum Masters - Remuneration and performance reviews - Career goal setting - Learning and development guidance

Full time iteration management and Agile leadership for a DevOps delivery team. Delivery of cloud-native, high-performance, resilient micro-services. - Facilitating Agile ceremonies including stand-up, sprint planning, big room planning, backlog grooming, sprint review and retrospective - Working closely with product owners to guide the team on delivery priorities and MVP - Liaising with external stakeholders and dependent teams to manage expectations and resolve dependencies

Working with skilled development teams in an agile environment to produce rich features and quality products for our clients.