Enabling transition to an organisational operating model following implementation of a new £200million insurance platform. This has involved coaching senior leaders on Agile mindset and Agile behaviours, as well as facilitating workshops at all levels on Agile techniques, roles and responsibilities. Key achievements in this position include: - Defined the end-to-end delivery of work and enabling colleagues to design and visualise work in Jira- Fostering a data driven approach to draw insights, collaborate and co-create achievable solutions.- Successfully increased coordination and collaboration across the programme - Improved prioritisation and visibility of initiatives by introducing flight level coordination

During this time, I coached business leaders and 20+ squads, led bootcamps, workshops and training sessions to entrench the new Agile operating model. My role included embedding the Agile Playbook across multiple technology teams, as well as well as collaborating with senior leaders to enable tribe-level coordination. Key achievements in this position include: - Delivered the largest scaled Agile transformation in UK insurance history, as part of a team of Agile coaches operating through the pandemic - Delivered the programme on schedule, despite the pandemic, by taking over 1,000 staff through Agile Bootcamps, delivered remotely.- Used data from health checks to target performance improvements, resulting in a 20% increase in happiness, a 70% reduction in cycle time and a 50% reduction in carried-over work - Led a scaling experiment across 3 teams, bringing them together to collaborate on a single backlog, which reduced duplication and friction and resulted in a reorganisation of the tribe- Developed and facilitated contextually appropriate training for third party staff taking into account the company relationships, expectations and contractuals.

In this position I coached teams across the business in Agile mindset and principles, tailoring context according to where the team operated in the organisation. Became sole Scrum Master to an insurance start-up subsidiary. Mentored Product Owners and Business Analysts, ran workshops and training sessions. Facilitated Scrum Events and fostered psychological safety resulting in teams feeling empowered to self-organise around common purposes.Key achievements in this position included: - Contributed significantly to a £24.5million reduction in operating expenses by reducing waste, enabling a faster pace to market and informing a new approach to agility across the business - Trained staff to improve cross-skilling, collaboration and mutual understanding, ensuring that the offshore team were included and involved, and eventually enabling the entire team to become self-sufficient.- Built a culture of transparency, safety and trust within the team, to ensure issues were resolved or mitigated rather than hidden, resulting in reduced delivery timescales from 4 weeks to 3, gaining faster feedback from stakeholders which ensured the most valuable changes were delivered sooner and reduced team run cost by £60,000 over 3 months.- Facilitated remote working agreements and ensured communication and collaboration were not hindered, within the first 2 months the team built and deployed a CI/CD pipeline, reducing deploy time from days to less than an hour. - Enabled the insurance start-up to achieve their target of 20,000 customers and develop a presence on 2 additional price comparison sites- Created an Agile 101 pack which enabled the HR, Incident Management and Finance teams to confidently experiment with Agile techniques to improve their ways of working, increase flow and reduce costs- Facilitated Lunch & Learn sessions on a range of Agile topics engaging diverse teams across the organisation on the benefits of agile principles and concepts.

I gained leadership buy-in to pilot Agile on the mainframe and introduced Agile principles to the team and its stakeholders, successfully mentoring one of the team to become a Scrum Master. I led teams of between 4-8 third-party Developers across UK and India, delivering small changes and system fixes, empowering them to take responsibility for project design and delivery On top of that, I delivered numerous projects into a live environment, including credit scoring and regulatory changesKey achievements in this position included: - Coordinated both live system support and technical delivery of multi-million-pound projects and regulatory changes resulting in DLG remaining compliant with industry governing bodies and maintaining service continuity for our customers- Took over management of a small change team, introduced Agile Principles and Scrum framework. We created a team identity, fostered team collaboration and working towards common goals. This led to a higher performing team with a 90% reduction in go live incidents. The team members were recognised for the quality of their work and were asked to share their learnings among other 3rd party teams.- Encouraged pairing within the Scrum team to up skill team members, resulting in greater capacity to make changes on multiple products. As a result, the team delivered 20% more change in 2018 than 2017 with business benefit of over £6M- Reduced incidents by 10% by establishing and managing an additional team of third-party Developers to resolve long-term technical debt.- Part of a team that exceeded mainframe SLE uptime of 98% by prioritising and resolving high priority technical debit and by enforcing quality standards on 3rd party suppliers.- Established and managed an offshore team to deliver new tax changes across all products within very tight timescales, piloting an iterative approach to complete ahead of government deadlines preventing fines of up to £300,000 a month.

Responsible for both live support and technical delivery of multi million pound projects, including two migration projects.