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PDO  (Agile Coaching & Training)  August-September 2024

Servant Leadership:

• Tailored Agile training & coaching provided for PDO needs aligned to organisational structure, tools, processes & culture.

• Tailored SCRUM training

• Tailored Kanban training

• Tailored Agile thinking & mid-set

• Tailored OKR strategic planning traning

• Tailored Scaled Agile Training (strategic re-org, by value streams driven by strategic planning goals (OKRs)

OUTCOMES ACHIEVED:

• Knowledge transfer and know-how transfered to the strategic PDO leadership team (Management, HR, Lead Agile Coach, Scrum Masters, Change Agents)

LEXTECH  (Agile Coaching & Training)  Jan 2024 - Jun 2024

Servant Leadership:

• Providing SCRUM training

• Coached SM & PO in regards to all aspects of SCRUM (Client centric product value definition with OKR goals, strategic planning with MVP (minumu m Valueable Product), Scrum ceremonies cunduct and faciolitation, work visualisation on product backlog, sprint backlong, metrics and reports)

OUTCOMES ACHIEVED:

• 25% of waste removal, thanks to strategic planning.

• 30% revenuew increase

BP  (Agile Coach)  Apr 2021 - Dec 2023

Servant Leadership:

I led & coached an incremental Agile maturity strategy in BP Oman P&O (Oil & Gas Production), starting small

(Team by team), incrementally enhancing scope (From Teams to Units) & enhancing maturity (From doing Agile

to thinking Agile with outcomes), aligned with Agility L&D training:

1) SQUAD AGILITY for 20 teams (Squads & Disciplines) with 200+ people in 3 Units;

2) SCALED PI (Once all teams in the Unit achieved the above), using QBR (Quarterly Business Review) events

focusing on OKRs (Objectives & Key Results outcomes)

3) GLOBAL AGILE TRANSFORMATION I collaborated with global Agility CoE to resolve escalated systemic

impediments.

OUTCOMES ACHIEVED:

Oman completed 25 Lean CIs shared globally at CoE, achieving top outcomes in BP globally:

1) CO2 reduction (part of net zero OKR), saving 7.5 kt of CO2e in 2003, thanks to fuel gas saving, during

production.

2) Total lead time reduction from 54 weeks to 29 weeks, by reducing waiting time across Org Value Stream

Mapping, from Well Pop-up to Well Production.

3) 12 Million USD cost reduction contributed by the rest of 23 CIs, thanks to; waste elimination, risk mitigation &

avoidance, reliability & availability improvements, etc.

Admiral Group Plc  (Scrum Master and Tribe Coach)  Nov 2020 - Apr 2021

Servant Leadership:

• • Admiral Bank banking is part of Admiral Group, offering secure & unsecured loans online. Voted Best Car Finance

provider of the year, at the Money Facts 2021.

• I Coached 1 Tribe with 3 POs + 3 Squads (7-9 developers, integrating Dev & Test Guilds) to improve Agile thinking &

business outcomes, using; Scrum, Nexus/LeSS, Spotify & QBR, aligned with AgilityL&D Training.

• The Squads fully self-organised to develop SW (full development life cycle)

OUTCOMES ACHIEVED:

• • 2 out of 3 Squads were able to release several times per sprint, up to 80% of all sprints in 3 months, thanks to Dev &

Test guild.

• • OKR attrition improved from 50% to 80%.

FRAZER-NASH ENERGY SYSTEMS LIMITED -  (Agile Coach / RTE)  Jan 2019 - Mar 2020

Servant Leadership:

• Frazer-Nash was an automotive start-up company, developing the new Amazon Ultra-Light Plug-In Hybrid

Truck.

• I coached 3 POs + 3 Teams (SW + HW + Mechanics), all new to Agile.

• As a RTE, I facilitated SAFe PI big events with the client, suppliers and 3 teams for a vehicle level Agile Release

Train.

• As Agile Coach, I facilitated Team specific events.

• I designed & tailored our Agility L&D Training effectiveness programme for outcomes.

OUTCOMES ACHIEVED:

• Physical boards created the magic of great collaboration and transparency across teams, management, client

and suppliers.

• 100% of vehicle prototypes were delivered on time for client PI events.

• Client UX defects and improvement compliance index improved from 20% to 80%.

Renesas Electronics  (SCRUM MASTER / CMMI ASSESSMENT)  Jan 2017 - Dec 2018

Servant Leadership:

• Renesas is a Japanese automotive OEM, producing top quality embedded SW & electronics to; Toyota, Hitashi,

Mitsubishi, Nissan, JLR.

• I coached 4 POs & 4 SCRUM Teams, using LeSS/NEXUS, aligned with; CMMI + FUSA (ISO 26262 Functional

Safety) + SEC (ISO/SAE 21431 automotive cyber security) & L&D Training Prog.

• The Squads self-organised to fully develop SW (full development cycle cycle)

• I coached the teams to improve Agile thinking, collaboration, psychological safety & outcomes.

OUTCOMES ACHIEVED:

• 100% of the Teams & 80% of each team member achieved TOTAL SCRUM cross-functional skills capability (i.e.

each person was competent with requirements, design, coding & testing.)

• Ability for all teams to implement 100% DevOps (Continuous Integration & Deployment, TDD and BDD), with the

implementation of GIT Hub, Jenkins, Zephyr and other internal tools for bi-directional traceability and test

automation.

• The above 2 impediments (100% cross-functional skills + 100% DevOps ) created an incremental improvement

(sprint by sprint) from not being able to release Definition of Done in several sprints (2 weeks), which eventually

all teams were able to release DoD in at least 1 sprint 80% of the time.

KPIT - Jaguar Land Rover  (ART / ASPICE ASSESSMENT)  Jan 2015 - Dec 2016

Servant Leadership:

• I was a KPIT contractor working for JLR, supporting the transition to hybrid, EV & ADAS (driverless vehicles).

• I coached & led implementation of SAFe ART PI, as well as facilitating ART PI big events with; stakeholders,

Kanban Agile Team leads & POs for 3 groups (Chassis Electronics, Battery Management Systems & Hybrid

Systems), aligned with L&D Training effectiveness Programme.

• I led the alignment of; SAFe ART + Team KanbanI+ FUSA (Functional Safety) + Automotive SPICE + JLR

process & tools with DevOps / DevSecOps to achieve capability level 3 Automotive SPICE certification.

• The Squads self-organised to fully develop SW (full development cycle cycle), using C++ for automotive

embedded SW.

OUTCOMES ACHIEVED:

• We improved vehicle product backlog value & reduced waste, by running client value driven assessment, using

Pareto (focusing on maintaining 10% of features most linked by clients, and removing 70% of maintenance

waste of non used features and fixed 20% most valuable features with quality issues.)

• Successful A-SPICE 2.5 certification achieving capability level 3 for HIS scope.

HP  (Scrum Master & CMMI ASSESSMENTS)  Jun 2005 - Dec 2014

Servant Leadership:

• I was a full time employee, with great learning opportunities (Scrum, CMMI, Six Sigma, several tools, processes &

methods) and great role promotions (from client specific SME <Subject Matter Expert>, to UK SME, up to EMEA

• <Europe Middle East & Africa> SME> in HP CoP (Community of Practice) thanks to several achievements (outcomes

achieved, as Six Sigma Black Belt, Scrum Master & 9 CMMI certifications achieving high maturity level 5), aligned with L&D Training.

• The teams self-organised to fully develop (full development life-cycle)

OUTCOMES ACHIEVED:

• We improved our quality goal performance from 49% to 99%

• 9 successful CMMI assessments, achieving maturity level 3, 4 and 5 across UK and Europe. (One of the highest

maturity levels achieved in the Europe & UK region by any organisation in the CMMI institute.)

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