Dmitry Tayya Email & Phone Number

Helsinki, Fi

Helsinki Metropolitan Area

As a Team and Agile Coach, my role is to guide individuals and organizations to get where they want to be with regard to people and their psychological safety.My coaching is focused on practical implementation, whether it's for the first pilot or the entire organization. I regularly work with leaders, Scrum Masters, Product Owners, and teams to help them embrace Agile, Scrum, and Lean principles and put Agile practices into action.Client: Leading European Smart Office Solutions ManufacturerMy roles: Agile Coach, Organizational Design Consultant ⇾ Led R&D leadership team through agile transformation, resulting in improved cross-team collaboration of Software and Embedded Software teams, planning experience and accuracy ⇾ Established a continuous improvement community of practice for process and methodology enhancement ⇾ Developed and implemented tailored training programs, elevating team skills in planning, prioritization, facilitation and conflicts resolutionClient: Major European Financial InstitutionMy roles: Product Owner, Organizational Design Consultant ⇾ Optimizing the development system to meet the needs and address the dissatisfactions of users and stakeholders ⇾ Developing a target system description for the "Infrastructure as Code" product ⇾ Coached development teams on product-focused and iterative-incremental practices. ⇾ Consulting on organizational designClient: Global Leader in Business and Consumer Audio Equipment Manufacturing My roles: Agile Coach, Azure DevOps consultant ⇾ Facilitated improved communication between business and technical teams. Impact: faster decision making and improved quality of the solutions ⇾ Training in Azure DevOpsClient: ERP Solutions Developer (Market-leading in Nordic Countries)My role: Agile Coach, Facilitator ⇾ Orchestrated a company-wide DC to Cloud migration plan, unifying working methods across six business units

Guest lecturer for the Master of Business Administration program

Coached 4 executive managers in order to boost transformation programs for the Operations, IT, and Network infrastructure Development Factory and People. Worked with Product and Solution Managers, Product Owners, and other stakeholders to help them ensure strategy and execution alignment.Developed and implemented the branch’s strategy for adopting to agile ways of working.• Co-developed and trained people in Lean and Agile methods, embraced values, principles and practices through the game workshops. Domains that adapted their approaches showed multiple growth within a year by customers quantity and significant NPS increase.• Leaded the adopting process of Lean portfolio management to visualize the initiatives, dependencies, needs and budget expectations. Engaged 12 product managers, 30+ technical experts, budged owners and, for sure, stakes in order to align and manage the priorities. Before this all change activities were hidden under the surface of silos. As a benefit organization could save 7% of Capex in a financial year.• Faced with a challenge of Covid, curated the AntiCov committee with the Adaptive Governance approach on daily base. That could decrease the average lead time for change request up to 3.2 days. Customers recognized that with the highest representative NPS in Orange Group for the quarter. • Co-launched Orange Group's global community of agile practitioners: 500+ agile-coaches, facilitators, trainers and change agents. Facilitated the community network to embark cross-entity and cross-culture collaboration in order to enrich the skills and share benchmarks (good-practices) within the Orange Group.• Coached 12 product teams and tracked their success: from IOT to Maritime VSAT.• Communication strategy shifted the attendance in Operations and IT entity Town-halls from 200 to 480 employees (up to 95%) with eNPS growth from 62% to 92%.

Adapted the unit's workflow to product self-organization through the strategic vision of the future.• Optimised labor costs of the questionnaire processing department from the website by 30%, now the time to call a specialist to the Client has decreased by 2.8 times.• Formed requirements and proposed a prototype of the interface to the corporate knowledge base considering usability and A/B tests. The time to access the information will be reduced by 40%.• Initiated and implemented the process of early repayment of any loans through applying to the Contact Center. Up to 60% of such applications are made remotely.• Proposed the concept of "Customer Experience Department" — an entity that responsible for strategic voice of the customer, continuous improvement, setting metrics for processes and tools to achieve a positive customer experience across all sales and service channels.• Re-engineered more than 30 processes. Effect: 7% reduction in dialogue time, 35% reduction in topics to be switched.