Rahim Starc Email & Phone Number

London Area, United Kingdom

✓ KEY IMPACT – Helping the organization and team pivot away from Quarterly planning to a better product requirementgathering with a fortnightly touch point✓ KEY IMPACT – Navigating my team through expansion from a team of 8 members to a tribe with half of the department’sengineering resources• Supporting an offshore team with a vastly different time zone• Effectively leveraging the teams metrics to identify improvements areas• Creating a onboarding plan for new team members to enable effective knowledge sharing without a downturn in delivery• Support my colleagues through our community of practice• Continuously kept an eye on the board as that is our true reflection of artefact visibility thus encouraging the team to keepthe scrum board up to date as we proceed to make work visible and transparent.• Responsible for coordination and facilitation of daily stand-up meetings, planning, reviews and retrospectives ensuringpurpose and value is achieved whilst team members are empowered to drive the events without depending on me.• Protects team from distractions or risks ensuring stakeholder expectations are delivered.• Identifies and raise issues for open discussions whilst working together to correct or resolve them with the team.• Facilitated more agile adoption retrospective for the organization with the leadership and guided teams with outcomeresulting in enhanced performance.

Cambridge

✓ KEY IMPACT – Working with a team of experienced team members to improve our productivity and delivery through our focus on lean and using metrics for targeted and precise improvement actions.✓ KEY IMPACT – Creating a product roadmap for my release train, coaching and mentoring the team in effective storybreakdowns using INVEST.Creating and facilitating product workshop for my teams• Having regular stakeholder meetings for product direction and requirements gathering• Coaching the team to our expansion period and making sure we were delivering effectively• Creating and encouraging participation in community of practice for various disciplines• Developed a culture of continuous improvement to help drive improvements in all the teams.• Using Scrum metrics (e.g capacity, velocity) to generate and track Sprint Reports share progress with the team, seniormanagement and stakeholders; as well as roadmap Product delivery for the year.• Coaching and organizing training sessions i.e., JIRA, Confluence, product management, Scrum seminars and Kanbanmetrics for Development teams, Product Owners, junior Scrum Masters, stakeholders and the wider Organization.• Organized Agile workshop series (Agile Principles, methodologies, values, metrics and ceremonies) for my team

Milton Keynes, England, United Kingdom

✓ KEY IMPACT – Creating the new functionalities for the new fiber optic network expansion✓ KEY IMPACT - Helped the team identify and resolve factors impacting our efficiency, conducting workshops andmentoring sessions for the team and stakeholders.• Facilitating QPE, helping the stakeholders create a Release train roadmap.• Having regular sessions with the agile community to discuss company wide improvement opportunities• Supporting the product team and helping our with product discovery• Coordinating with team leads and stakeholders to get the required requirements into the team for and effective productdiscovery and execution• Helping and mediating between a team of strong characters while also helping the tram understand the benefits of Agile.• Supported the Agile office deliver Agile training (SCRUM) to newly formed teams and those that transitioned from waterfallto Agile development.• Worked with the Agile Office to share ideas amongst other Scrum Masters and help with Coaching were necessary• Coached the Stakeholders on how best to engage with the team, helping them to understand better which of theirinvolvement may be more beneficial to the team and how best to improve.

Supporting multiple teams to work better together in team spirit, Continuous inspection of their process, tools and collaboration to help better delivery of their forecast and building of satisfactory products to the customers. • Feedback cycles are very crucial. How short the loop is determines how successful we can be with what we are doing. Thus, I ensure customers/stakeholders are involved often and information is assessable which prompts quicker feedback.• Supported the product owner and solution architect with managing and scheduling the project roadmap, managing multiple work streams and conflicting priorities.• Educate and reinforce scrum framework and agile methodology to team members and key stakeholders.• Light touch leadership that employed a highly collaborative approach to guide people without controlling them but employing authority when the situation required.• Engaged with fellow Scrum Masters to identify opportunities for improvement across delivery processes. This helped us drive change at organization level and kept a consistent progress.• Managing stakeholders’ expectation and team’s forecast/sprint health is essential to success. I ensured the team have access to the stakeholders for insights and support by giving them view only access to backlog, team have their contact details or know where they are seated if co-located and involve them in relevant events. • Facilitated team workshops with required key people to ensure there is an understanding of the Kanban principles and practices agreed upon. • Helped the team agree process mapping in different columns to understand the current process steps and identify possible sources of waste.• Developed a culture of continuous improvement to help drive improvements.

supported several teams who used scrum and Kanban frameworks with delivering high satisfactory products to end users. My work was short with the company because they went defunct by June 2016. • Drove and fostered a culture where scrum values such as openness and courage were embraced which helped improve team synergy and team members to contribute more towards what we are developing. • Performed a routinely one-to-one sessions with team members via personal development program scheme to coach, listen and agree room for improvement likewise giving good feedback or constructive criticism to help them improve. • Constantly enabling the team, not doing the work for them, nor solving their problems for them or taking over meetings for them. Some of the strategies I embedded were; encouraging them to drive events and openly involve more with conversations leading towards decision making.• We had some new recruits who joined as business analyst. I proactively got discussing with them and realised they needed some coaching on how to write user stories better. I taught them using INVEST, SMART, Story Template and more techniques which enabled them write better user stories• Continuously kept an eye on the board as that is our true reflection of artefact visibility thus encouraging the team to keep the scrum board up to date as we proceed to make work visible and transparent.• Responsible for coordination and facilitation of daily stand-up meetings, planning, reviews and retrospectives ensuring purpose and value is achieved whilst team members are empowered to drive the events without depending on me.• Protects team from distractions or risks ensuring stakeholder expectations are delivered. • Identifies and raise issues for open discussions whilst working together to correct or resolve them with the team.• Facilitated more agile adoption retrospective for the organisation with the leadership and guided teams with outcome resulting in enhanced performance.

• Recruiting and Training capable managers• Weekly review with managers • Implementing strategies to improve sales.• Conducting Managers performance review.• Coaching to deliver great customer experience• Departmental work with managers• Responding to customer observation and complain