Enterprise Agile Coach in the IBM Digital Product Engineering Centre of Excellence.Collaborates with clients and IBM teams to connect enterprise strategy to delivery of awesome products and services!Coaches C suite to facilitate understanding of Lean and Agile thinking in order to support delivery and to develop a culture of improvement and transparency through generative practices.Provides Enterprise Agile Coaching including assessment of capability, formulation of options, organisational design considerations and providing direction for transformation.Works with organisations to develop Product Vision and Goal-focused Product Roadmap in order to visualise future product development strategy.Helps organisations to understand the connective tissue between Product Vision and delivery of features through techniques such as Impact Mapping that focuses on the impact on user experience built on user research and measurable.Helps clients to understand their customers through Design Thinking practices such as Empathy Mapping, Story/Journey Maps, coaching of Sponsor Users and development of prototypes to enable fast feedback.Coaches clients and IBM teams on building innovative products with teams combined with the power of Generative AI using Large Language Models.

Agile Transformation at Companies House:• Ran extensive interviews across Companies House from C level through delivery management, scrum teams and operations.• Produced an analysis of the current delivery landscape with recommendations for change which were taken on board• Developed agile portfolio management strategy in order to better visualise the delivery pipeline, enable efficient capacity management and maximise value streams• Ran portfolio prioritisation workshops to enable portfolio decision based on value rather than gut feel• Ran product workshops to determine what the definition of a product is and how best to structure teams around delivering against those products using techniques such as user story mapping• Ran product vision workshops to provide transparency of the product’s target market, needs and problems• Ran “brown-bag” lunch sessions on agile topics of interest e.g. statistical analysis of team velocity• Advised on organisational design and team management structures• Reorganised release management function to better visualise upcoming releases while providing transparency• Advised on adopting the LeSS (Large Scale Scrum) framework as the best fit for delivering value at scale.• Advised and coached management, Scrum Masters, teams and other stakeholders on the reasons for adopting LeSS, the LeSS principles and framework.• A team reorganisation workshop was run for teams to migrate from component based teams to feature based teams• Trained the development and product organisations in a "LeSS friendly" 2 day Scrum Practitioner course following the learning objectives of the Scrum Alliance for CSM• Ran evaluation of Jira Portfolio as a potential tool across the organisation to see a strategic view of delivery and enable informed decision making I am continuing to coach Companies House and results are promising - more collaboration, transparency and a focus on the larger system and delivery of value.

Agile Coach and Scrum Master focused on Digital teams delivering value through distributed Scrum teams in The Netherlands, India and Macedonia.Coached new Scrum Masters and evangelised Scrum and Agile in the context of digital delivery.Provided expert advice on the use of Jira to best complement the Scrum process.Developed information radiators in the form of Jira Dashboards to reflect quality (defect resolution rate, average time in status etc.) and sprint progress and impediment resolution.Ran local/distributed stand ups, sprint reviews, retrospectives and planning sessions using Skype and screen shared Jira Agile boards.Introduced use of Zephyr Testing Suite plug in for Jira to better visualise the relationship between defects and test case progress.Developed 3 tier delivery model including a pre-sprint ‘Elaboration’ phase run using Kanban to fully flesh out user stories, visual designs and architectural implications, a 2 week Scrum sprint and thirdly a Release phase also run in Kanban that allowed for more flexible UAT and subsequent production release.

Scrum Master for multiple Scrum and Kanban projects including Nuclear compliance and time booking systems.Introduced Microsoft Team Foundation Server (TFS) in order to effectively integrate Scrum tracking, Test Management, Defect Tracking and Source Code Control.Delivered £3M data centre migration project:• Managed technical resources at multiple Babcock sites (DBAs, Network Engineers, Application Specialists, VM Ware specialists)• Migrated multiple mission critical systems from standalone (Devon-based) Oracle instances to a remote Datacentre using Oracle OVM based virtualization technology.• Coordinated complex cutover planning and execution• Delivered on time and in full

• ScrumMaster on £2M Collaboration Programme between 3 Fire Services (Devon & Somerset, Cambridgeshire, Bedfordshire) and IBM to jointly develop Business Processes using IBM BPM and Message Broker middleware.• Developed Business Process Management and Middleware Strategic Analysis in order for action plans to be put in place to effectively prioritise business process and integration work pipeline.• Created Middleware Process Factory in order to manage the development of IBM BPM and Broker work using an Agile methodology (Scrum).• ScrumMaster for the process factory, with the team comprising a process analyst, 2 BPM developers and 2 integration specialists.• Benefits delivered so far relate to cost saving from inefficient administrative processes, and improved systems architecture through the use of a common framework.• Managed Information Assurance project in collaboration with 4 other UK Fire Services as part of the South West Secure Information Interchange. This programme connects the Fire Services to the Public Services Network in order to improve their collaboration with external partners through the secure sharing of data. This involved coordination of Code of Connection (CoCo) development and production of RMADS in liaison with a CLAS consultant.

Managed multiple projects to deliver £3 Million IFS ERP programme for Babcock Marine implementing HR (Absence, T&A, Expenses), Finance (GL, SL), Supply Chain and production demand modules.Managed matrix team of 2 IFS consultants, 6 business analysts and 8 IT (web and database) resources.Implemented Prince2/MSP processes across the programme in order to provide the appropriate controls and reporting mechanisms.This resulted in time saved due to more efficient use of resources and an improved visibility of progress being available to stakeholders.This will result in £500K per annum in savings of licence and maintenance costs.

Delivered a £300K Business Intelligence strategic solution using Microsoft Business Intelligence resulting in benefits to the organisation of reduced manual effort, better access control, availability of tailored data and a reduction in license costs of £800K.Ran a market sounding exercise and subsequent ITT to completely replace the Met Office payroll in an outsource-to-outsource situation. Delivered the £800K project with benefits being realised including a reduction in payroll administration costs, reduction in payroll errors, and enhanced expense and payslip functionality. Produced a strategic analysis of the change in HR Reward strategies and their impact on the employee’s psychological contract.Developed a £35M programme according to the MSP framework to manage the replacement of the Met Office Supercomputer. The programme consisted of projects related to procurement of the supercomputer and associated MASS storage, a collaborative solution working with other government agencies, the underlying infrastructure and network changes, and downstream impacts. This is an ongoing programme that is delivering benefits of increased safety of the British public due to enhanced capability to forecast extreme weather events on a more granular scale.Managed £20M project to construct a prototype Doppler radar. This has resulted in the whole of the UK weather radar system to be systematically replaced with enhanced Doppler radar providing more accurate observations.Performed people management and mentoring role managing a team of 4 Senior Project Managers/Project Managers - resulted in increased job satisfaction of project management employees through focused career development.For all projects I ensure that communication to the team, the business and other stakeholders is performed timely and to the right level of detail and correct frequency. This reporting included weekly checkpoint reports and monthly highlight reports.

Managed complex $1.5 Million project to create a web-based thin-client application to replace existing legacy applications. Delivery was accelerated and errors reduced due to running the project using Agile/Scrum. I ran twice daily standups using a Kanban board to ensure that the 12 strong team of analysts, developers, testers and business users were clear on what had been achieved, what was planned and what was blocking progress.Managed $1.2 Million leading edge Service Oriented Architecture (SOA) service project using methodology to deliver automated subscription renewal/upgrade and minutes purchase system for GM OnStar’s subscriber base. Team size varied between 12-20 resources. This resulted in a more stable platform with less downtime, and the ability to use existing services for future development.Contributed to Project Management processes and procedures resulting in more consistency in the way projects are run.

Managed contract bid process for 2 projects: Sun Microsystems ($8 Million) and GM OnStar ($26 Million) resulting in contracts being awarded.Managed complex integration project for GM OnStar to replace their existing IT infrastructure. Teams consisted of 60-80 onshore/offshore resources in multiple disciplines: Siebel, Portal, SeeBeyond, Cognos, Web Services, CTI, and Actuate.Developed and managed performance test modelling in 15 countries to accurate determine system response for Sun Microsystems, liaising with IT management in each country. This resulted in an effective worldwide implementation of Siebel which enabled Sun to use ‘follow the sun’ techniques for system support.