Handpicked by the CTO to spearhead a critical mindset revolution from build to delivery for the Aurora product, leveraging extensive experience and a proven track record. Demonstrating exceptional ability to drive transformative organisational change through high emotional intelligence and strategic change management. Key Achievements and Transferable Skills: Revolutionized project visibility: Implemented Jira Product Discovery, ensuring unprecedented transparency in deliverables and consistent deadline adherence. Catalysed product evolution: Orchestrated the successful delivery of Aurora system and six subsequent applications, laying the foundation for new and migrating customer success. Secured stakeholder confidence: Implemented an innovative, sized, and prioritised roadmap using Miro, enabling rapid planning, instant visibility of changes, and strategic decision-making. Aligned engineering with business growth: Accelerated market responsiveness by synchronising technical strategies with overarching business objectives. Championed agile transformation: Instilled a culture of rigour and accountability, enhancing time-to-market and product quality. Currently strategizing to scale team capabilities for projected growth phase. Cultivated innovation ecosystem: Fostered cross-departmental continuous learning and innovation, dismantling organisational silos. This role underscores my capacity to deliver high-impact outcomes in dynamic business environments, combining strategic vision, technical acumen, and transformative leadership. My ability to swiftly effect change and drive results positions me as a catalyst for organizations seeking rapid, sustainable growth and operational excellence.

To work with each department to understand, uphold and promote transparency, inspection and adaptation and to ensure each team also abides by these practices. This will ensure all departments and teams proactively contribute to the achievement of Exclaimer’s Purpose and Strategy.This is cross company and involves around 25 teams to dateKey Outputs:• Consistent and actionable retrospectives for each team, with clear action points linked to continual improvement.• Coaching for members of the leadership teams so they understand how best to approach change within their teams and how to get the best out of everyone.• Creation of an environment that promotes cross-team collaboration.• OKR’s for each team that are in-line with company objectives (where appropriate)• Consistent iterative delivery of high value work that delights the customer.• Empowered scrum teams who are capable of self-management in respect to the agile process.• A culture of plan, do, inspect and adapt within the departments which leads to increased job satisfaction and happiness within each team member• Celebrate the wins! Lots of gratitude both inside the teams and also outside to the wider company• Organising and helping with company wide events, Fireside chats, RAOK, celebrations (taco giving in Slack), charity donations, team based events (Virgin Pulse)

Scrum master to 4 scrum and 2 swarming support teams within the engineering department who are encouraged to be self-managing and responsible for their actionsScrum Master to other departments outside of the development teams both of which are using Kanban (Operations / IT & Sales)Improvements made to date:Estimates via story points rather than timeAll scrum ceremonies being run consistentlySprint goals set by POPO responsible for closing stories (resolved -> closed)DoD & DoR written by teamAC's on all storiesShared knowledge on all stories by all team membersInformation radiators / whiteboards used wherever possibleDepartmental wide Improvement board used & reviewed every Friday (41 completed in 2018, 47 in 2019 and already 12 done in 2020)+1 week - self managed week of researchMoved to Jira from VSTSCelebrate the wins - Pizza Friday, Taco & Ice cream van visitsSlack, Retrium & Hey taco introduced to team and wider companyKudos cards for peer to peer gratitude with over 200 cards on the wallCountless releases Value stream mapping (VSM) used for releases to demonstrate bottlenecks, etcConstant feedback, company wide survey and departmental scrum feedback surveysFacilitate the Product Delivery Team - A way to co-ordinate releases across company with representatives from every department, we now use feature activation dates.Introducing and organising Asana for our marketing team

Scrum Master for both front end development team (HTML5, Javascript and Flash) and back end development team (Java).* Consolidation of five Scrum teams into two * Introducing continual improvements into workflows, processes and teams* Ensuring the Scrum Agile ceremonies are being performed and encouraging self management within teams* Backlog refinement introduced to areas of the business* Helped with the roll-out of 360 appraisals* Responsible for 15 team members (appraisals, 1:2:1's, etc)* Continual improvement with internal tools including JIRA & Confluence, also ensuring some sprint time is dedicated to bespoke tool improvement* Part of a team which is involved with the delivery of integrations into large customers.* Heavily involved with a migration from SVN to GIT (BitBucket and also investigating other tools to improve collaboration (Stash, Confluence plugins, etc).

Agile implementation across multiple successful Security Finance products, introducing and Scrum mastering Scrum and Kanban to heavily waterfall processes. Managed the migration project from legacy Change Control system to the Atlassian Enterprise toolset (JIRA, Confluence, Crucible) for over 250 global users.• Managing and driving continual Business Unit improvement o Scrum mastering in both Scrum and Kanban teams, introduction and maintenance of the Agile ceremonies to mentoring and protecting the teams o Agile evangelist, constant investigation into best Agile practices through websites, YouTube and internal FIS resources o Streamlining SDLC processes, heavily waterfall processes we reviewed and with collaboration from all parties they were reduced from 32 to 5 in Kanban and 3 for the Scrum team o Driving automation and waste elimination – Managing our automated testing development through a series of workshops • Managing multiple complex projects o Customer hosting project ($17m) which included planning, procurement, design, delivery and installation of infrastructure o Installation, rollout and maintenance of JIRA, Confluence and Crucible, resulting in the advantages of using Enterprise level Change Management software• Facilitating Relationship building between internal customers o Managed a program of infrastructure improvement, from introduction of high speed performant servers which removed bottlenecks from development, build and testing department o Introduction of an expanded SAN and new faster Virtual hosts lead to an expansion of capabilities especially in Testing (throw away environments) o Overseeing a Capital Expenditure budget responsibility of $450k, which has allowed us to expand in all areas in a timely and efficient manner

In the IT manager role I was personally responsible for four UK based offices with a team of two. My responsibilities included providing local support, operational management and project management. The role enabled me to understand each of the business units requirements and to align the IT infrastructure to them.SLA targets were surpassed across all offices with 98% of tickets meeting SLA targets (averaging around 280 support tickets handled a month).As well as smaller corporate standardisation projects such as rolling out Inventory agents (Altiris), Office 2007, OCS and SEP, Specific business unit projects were also driven through across all four offices. These included implementing a fully redundant network to allow a site to be the BCP centre for UK and Europe saving £2million in annual hosting costs. A major roll-out of standard hardware and a Windows 7 image using locally built WDS servers was achieved and delivered two weeks before deadline.

Supported a successful implementation of Peoplesoft CRM across 19 countries and 30 Offices. this included setting up a new department for this support and also new processes, etc. to ensure support was delivered in a timely manner

Responsible for maintaining infrastructure for over 30 offices in 19 different countries, including servers, switches, routing, backups, patching, Anti Virus, etc