- Manage Digital Delivery through Scrum methodologies.- Ensure co-ordination of sprints, retrospective meetings and daily stand-ups - Coach team members in Agile frameworks as needed- Facilitate internal communication and effective collaboration including dependencies and critical path actions and bottlenecks. - Be a point of contact for external delivery communications (e.g. from customers or stakeholders) - Ensure deliverables are up to quality standards - Guide development teams to higher scrum maturity - Help build a productive environment where team members ‘own’ the delivery and enjoy working on it

This is a general freelance position to help support smaller organisations achieve Agile and supporting tooling to do so.

• Coached teams on Agile and Lean principles utilizing futurespectives to encourage continuous improvement and adapt from inspections had previously.• Coached at the Domain level and worked with fellow coaches to ensure deliverables• Empowered teams to take on their own events and encourage self-sufficiency• Facilitated events at domain and practice levels to overcome wider issues• Supported the creation of OKRs at the domain and team levels to align with the company’s objectives• Supported scaling of work between teams within a domain (the APIs within the product)• Supported Product Ownership with mapping techniques such as Feature Mapping, User Story Mapping, and Impact mapping

• Led change in teams that are working on mature products• Led change on utilisation of tools to ensure effect use and use of information being clear and supporting peers on practices they’re interested in.• Implemented scaling across teams utilising LeSS• Coaching teams on new ways of working and empowering them to take charge of their ways of working• Coached a Product Owner on how to handle a large portfolio, provide consistency for his team, and communicate effectively with both the dev team and stakeholders

• Led as a change agent for improving the culture and values of the company.• Empowered three teams including a feature team, production support team (BAU), and a combined feature/support team remotely in the U.S. through Continuous Improvement, Scrum Ceremonies, and coaching• Implemented LeSS-based scaled agile framework to enable multiple teams to work on a product• Implemented Kanban to the BAU team to help support better throughput and clearer view for release management.• Coached teams on Agile and Lean principles utilizing futurespectives to encourage continuous improvement and adapt from inspections had previously.• Facilitated ceremonies for multiple teams including reviews/show and tells, retrospectives, and stand ups with a view to make teams self-sufficient.• Facilitated various retrospectives, particularly in remote settings utilizing tools such as Miro• Supported Product Management with mapping techniques such as Feature Mapping, User Story Mapping, and Impact mapping• Supported Release Management with clearer processes on how feature teams combined into the develop branch, and when BAU would be ready.

- Led workshops and learning sessions around Agile and Agility to various audiences- Empowered up to three teams to change how they work and become better as a team including changing day-to-day practices and ceremonies within Scrum Values- Coached on software engineering practices such as GIT, CI/CD/CR, and testing practices including BDD- Coached teams on mapping techniques such a Feature Mapping, User Story Mapping, and Impact mapping- Coached component teams on the use of Kanban to enable the work of Scrum teams within product groups- Coached and facilitated sessions of the Scrum Master Community to teach on various aspects of being a Scrum Master- Facilitated ceremonies for multiple teams including reviews/show and tells, retrospectives, and stand ups with a view to make teams fairly self-sufficient- Facilitated various retrospectives ranging from interactive retros such as 'lego retros' to more standard retros such as 'Start, Stop and Continue'- Worked with Software and FPGA teams that work in conjunction with other engineering disciplines including mechanical and electrical

- Led rollout of Scrum from Kanban to a development team of 12 developers locally and 5 developers in at another UK site - Led the transfer into Atlassian suite from various others to consolidate including JIRA, Confluence, and Stride/Slack- Created and evolved processes for the team to follow universally on each project including code reviews, QA processes, and UAT- Managed developers directly on behalf of line manager, but was not a line manager- Managed all product creation, refinement, daily scrums, and break out sessions to solve particularly problems- Introduced development standards and polices in conjunction with senior developers to sustain development in a coherent and coordinated manner- Managed operational demands on the team from other areas of the business to ensure project delivery was not impacted- Worked with Business Analysts to write User Stories within an INVEST framework

• Managed a development team of 18 developers and QA for developing bespoke solutions for major clients such as Unilever and GSK• Managed stakeholders such as high-level directors at clients to ensure the project delivered to the best quality and within given timelines using an agile methodology• Managed the configuration team to ensure requirements were sound, and delivery on time that saw a clear improvement in communication and delivery of the configuration of the solutions• Created the SDLC for the development teams to follow, and organise the different stages of development (i.e. Requirements, Development, UAT) within the Atlassian suite (JIRA, Confluence, Support Desk)• Matured practices such as improving QA reporting and management, dividing UAT and QA testing, creating a separate requirements process to ensure a proper backlog (requirements catalogue)• Trained colleagues in Project Management so they can support their own workstreams including soft skills and hard skills such as JIRA

• Led programmes of work for large and high profile client to improve and expand the solution to be used in multiple European source markets, and various functions throughout the UK business• Managed projects for a partner that had multiple clients in the public sector• Managed a project team of up to six developers and two business analysts to provide a solution quickly in an organised and efficient manner• Managed pilots for prospective clients to ensure speedily and requirement focused solutions for the client• Managed training of an offshore team for a client in our solution in order to provide further capacity in delivery• Managed C-level stakeholders on delivery, and worked through any issues.• Managed the company support desk when in need by the company• Created better practices around Project Delivery, Quality Assurance and other aspects of delivery in a maturing Project Management Function• Supported clients to ensure ability to create within the MATS system including partners based in non-UK locations

• Led on rollouts of SunSystems 6.1 to in multiple partner countries in Africa, Asia, and Latin America• Led and manage on stakeholder management of each country that were our customers to ensure deadlines are met• Analysed the local requirements, laws, and practices in order to incorporate it into the international standard set by the executive team• Analysed IT issues on behalf of countries during the SunSystem upgrade acting as go between the local team, the project team, and third party providers• Created business cases to different programmes in the organisation to implement Sun6 and how they would benefit• Managed the nominated country project lead in order to accomplish necessary IT and business change within strict and tight deadlines• Managed multiple rollouts at different stages whilst traveling up to 80% of the time • Managed UAT, Training, and even provided training for the rollouts• Managed risks, issues, actions, and decisions within my workstream, and report up to the senior project manager and project sponsor• Managed offshore and third party partners to ensure delivery of custom configurations of the SunSystem for each country• Supported the SMEs within country by managing training agendas and working with local team to facilitate the training• Supported the local IT in order to ensure all equipment and software was available to the team, which often involved upgrading their systems to Windows 7 and Office 2010 at least

• Led on support to all IT infrastructure, and Insurance Product development projects including requirements gathering, business case creation, testing, and warranty stages• Led on application development projects using Agile and PRINCE2 methodologies including web based development• Led on portfolio IT infrastructure enhancements and minor projects• Analysed demand items for impact of IT enhancements, projects, and programmes upon business projects• Created and presented business cases to programme boards, and if successful, to the European Governance Committee composed of CEOs, CFOs, and COOs.• Managed actions, risks, issues at programme, project, and workstream level support • Managed offshore resources from India, US, and Ireland• Produced minutes, agendas, financial analysis, and process/workflows for supported programme managers• Supported Project administration through the HP Project and Portfolio Management (PPM) Centre including maintaining reports using data exported from the PPM tool• Supported transition to Agile and Kanban from PRINCE2 Waterfall/Iterative development• Supported business and IT personnel in becoming project managers using the Travelers SDLC

• Collated data from the consultation from a range of entries including individuals, NGOs and Third Sector organisations• Produced analysis of the findings of the consultation in conjunction of Policy Leads in each area• Created an excel based system to allow ongoing analysis during the receiving of consultation to provide preliminary ideas of what various groups were saying• Coordinating and answering queries from the public on the consultation matters.

• Led the procurement for the Leadership Academy • Managed Purchase Orders, invoices and receipts for the Leadership Academy• Supported finance by producing monthly and year-end accruals on accounts• Supported policy by providing research to the Policy Lead for the Leadership Academy on a case-by-case basis

• Led policy review for Academy Trusts to ensure their Financial Agreements and Articles of Association were within given parameters of the government’s Academy policy• Maintained stakeholder relations with Academy Trusts, local authorities and Department for Education legal services• Specialised in Co-operative Academy Trusts on my team and had a working knowledge of religious schools as part of the Faith Schools Team within the division.

• Formulated policy in conjunction with the policy team on the leader’s behalf• Supported the leader by summarising consultations and their implications as well as provide research on topics of interest as well as current events.• Organised stakeholder meetings involving the leader and other major political figures such as Baroness Eaton and Boris Johnson