Doing agile stuff to create, cultivate and organise a great community of collaboration, expertise and inclusivity for agile, agility and leadership professionals across Yorkshire and beyond!

Launched an Agility Community of Practice (CoP), providing 500+ colleagues, practitioners, and leaders with a platform for cross-location engagement, skill sharing, and alignment across Flutter brands.Developed and led an internal Consultancy Model, offering professional services to teams, departments, and leaders. Tailored coaching, mentoring, and facilitation were provided to unblock systemic challenges, optimise flow, and foster innovation in Agile, Business Agility, and DevOps practices.Established a Professional Coaching and Mentoring service for 20+ recurring clients, improving professional performance, decision-making, and innovation, reducing attrition, and growth opportunities.Published a Agile Coaching Growth Wheel Add-On, accessed over 1K times, supporting Agile Delivery Leads, Business Analysts, and Product Owners in mapping their development and increasing Flutter’s visibility internationally.Created an Agile Delivery Manager Forum, fostering weekly collaboration and strategic planning among people leaders. This enhanced cross-tribe cohesion, mutual support, and alignment on key delivery challenges.Led the alignment of Estimates and Forecasts across Tribes, creating a shared understanding that improved timeline clarity and confidence in delivery forecasting, leading to better business planning.Launched the "Find a Facilitator" tool, providing teams with access to neutral facilitation services, improving collaboration and session quality across the organisation, while offering development opportunities for facilitators.Developed and delivered the Human API training course, enabling individuals to create personal ‘user guides’ to enhance team collaboration. Widely adopted, it has become part of the Agile Development Growth Pack.

Professional coaching, facilitation, targeted training and development in Agile Delivery and DevOps across the FinTech, Marketing, Cryptocurrency and Public Sector spaces;Unbiased discovery and diagnostics for teams and leadership groups to assess gaps between current and target capabilities, with recommendations on how to achieve desired future states;A trusted advisor to business leaders, providing consultancy and mentoring in digital product, team growth and cultures that cultivate innovation and achieve maximum impact.

I'm the co-founder and host of a podcast where I interview leaders and experts in the field of agile, product and coaching.

Guided the merger of two high performing platform and reliability engineering teams, providing coaching, mentoring, facilitation, and training to seamlessly align ways of working, establish and grow a shared culture, whilst maintaining a responsive, quality service to other teams;Provided executive coaching and mentoring to directors and VPs in agile leadership, enabling the creation of authentic, innovative cultures focused around clearly articulated OKRs, reducing time to value on multi-year programmes to weeks, whilst reinvigorating strategic initiatives;Established a professional coaching, mentoring, and consulting service within the group, embedding coaching ethics, growing a client base, creating coaching agreements, development plans, whilst measuring and demonstrating benefits achieved at business and personal levels;Grew a cross-company team to develop, maintain and innovate an app container deployment pipeline and toolkit using K8s, focusing on a seamless developer experience, reducing app deployment times from months to days, whilst improving platform observability and security;Led the introduction of Complexity Theory within the Flutter Group, providing leadership, training, and mentoring in deploying Cynefin across domains and communities of practice, accelerating team learning, reducing risk, and increasing forecasting confidence;Aligned risk communication across programme, project, and delivery teams, leading disciplines to create a ubiquitous language to communicate risk and changing conditions early and with increased clarity articulating paths to resolution and creating a ‘no-surprises’ environment;Implemented a suite of bots, bringing the monitoring and alerting metaphor to delivery updates, enabling engineers to signal progress, warnings and key decision points, improving, transparency, expectation management, and increasing team self-management.

Forecasting and Decision Making - Launched and directed a community initiative to increase the understanding of Estimates and Forecasts across teams, creating a consistent language, establishing a regular re-forecast and communication cadence, improving delivery confidence, and increasing decision frequency and sustainable working practices. This was embedded through the improved availability of metrics and toolings, paired with a collection of new 'delivery behaviours and habits, encouraged across the delivery community and leadership team. Work Visibility - Developed an initiative to increase work visibility at a squad and tribe level, providing delivery practitioners and senior leaders with improved confidence and insights into the types of work moving through teams and programmes at any time. This enabled more effective planning and sustainable working practices, shifting teams and leadership decisions from reactive to proactive decision-making, reducing toil whilst increasing roadmap stability. Delivery Practices - Embedded a collection of Delivery Practices within the delivery community. These increased collaboration and resiliency between individual Agile Delivery Leads through a 'key products peer review' scheme, reduced barriers between teams and professions by pursuing an 'open by default' communication strategy, and guaranteed staff time for 'deep work' and continuous personal development, improving staff welfare.Staff Development Plans - Established a Personal Development Plan for each direct report, creating an opportunity for individuals to identify, understand and communicate their strengths, preferred learning and working styles to others, improving performance and confidence. This was supported by a personalised growth plan, enabling each to set out their agile practice journey, the different agile coaching stances they wished to invest energy and grow, and how personal growth could be linked with the wider community and capability.

Brought together disparate teams as part of recurring planning to increase roadmap visibility, raising the bar on accurately understanding needs, reducing dependencies and risk to deliver critical business objectives, whilst creating teams in a constant state of readiness;Defined a range of team collaboration models, including 'pop-up squads' to optimise delivery, reduce lead time and rapidly solve complex problems, leading multiple initiatives, coordinating, removing blockages, and promoting this approach across the company; Developed and promoted agile team design concepts across the group and 'delivery recipes' to accelerate delivery in specific contexts and improve predictability; Established several cross-company agile communities of practice, enabling staff to sharpen practices, arranging visits to other companies to encourage broader awareness and innovation.

Head of Business Intelligence, Digital Product and Application Delivery, leading a team focused on reliability engineering, analytics, user experience and innovation for Humberside and South Yorkshire Police forces.

Developed and led a successful group-wide agile training programme for engineers, product managers and business analysts, providing mentoring and learning packages across the group to grow the agile delivery capability.

Head of Value Stream for a service transformation programme (40+ staff), directing a combined delivery and policy redesign group, coordinating with departments across government to create a collaborative, fast-paced, focused delivery capability, and culture; Agile Delivery and Chapter Lead for the Home Office agile community - leading, developing and managing business analysts, programme managers, delivery managers and engineers;Created supportive and challenging career development plans to grow professions, embedding a data-driven, people-centred continuous improvement mindset across the group;Technology Senior Leadership team member, promoting and encouraging a culture of respect, autonomy, and accountability, working with peers across government to align roadmaps, manage dependencies and mitigate risks to increase overall effectiveness;Established the role of ‘Policy Owner’ in strategic, User Centred Design programmes, reducing decision making time by 70%, and creating a successful operating model for future initiatives; Managed suppliers (T&M and outcome contracts) and Invitations to Tender, creating a collaborative partner environment, improving value for money, and increasing delivery capability;Led the application of Validated Learning, hypothesis-driven development, Theory of Constraints and DevSecOps concepts to reduce risk, optimising product development flow within teams, allowing early product release and increased InfoSec confidence.