A selection of programmes I've worked on, the situation, what we did, and what changed. Click any card to read the full case study.
Every department needed something from IT. Requests arrived informally with no structure, no minimum information, and no prioritisation. Everything was urgent, and nothing was visible.
Co-designed the LPM framework pragmatically mapped to Condor IT's actual context and maturity
Portfolio Kanban introduced in Jira, work became transparent, flow visible and trackable by everyone for the first time
Portfolio Epics and Enablers as structured intake gate, stopped the "throw it over the wall" culture of informal requests
Leadership able to prioritise strategically for the first time, with a real picture of what was in flight, waiting, and feasible
1st
structured portfolio view for Condor IT
0
informal requests bypassing the process
Six Scrum teams running well individually, but above them, no shared plan, no alignment, and no mechanism to protect commitments. Requests from sales, project managers, and external partners arrived without coordination and were absorbed silently.
Quarterly planning introduced, teams, stakeholders, and external partners in the same room, working from the same plan, negotiating trade-offs openly
Full ART cadence established, pre-planning, system demos, stakeholder alignment, and on-site quarterly events with external partners
Teams able to make constraints visible, "if we don't get the hardware by this date, we can't deliver", and leadership engaging with that reality
6
teams on shared cadence
8+
quarterly plannings delivered
Shared
roadmap visible to all stakeholders
Five teams, no shared structure, no cadence, no cross-team coordination. SAFe Essential was the target, but the gap between aspiration and reality was significant.
Designed, launched, and operationalized the ART, team structures, Jira setup, synchronized cadence, PI Planning
Coached Product Management, System Architecture, Scrum Masters, and leadership up to executive level
Established ART Sync, Feature Refinement, Communities of Practice, and end-of-PI System Demos as sustainable routines
5→9
teams synchronized
8
PI Plannings completed
100+
participants at PI Planning
Everything lived in mailboxes and SAP Solution Manager. Incidents sat unresolved for weeks. Nobody had an overview of what was being worked on or by whom, and the initial response to agile was: "that won't work for us."
Introduced Scrum and Kanban tailored to each team's reality, colour-coded Jira boards making ticket age, ownership, and blockers visible at a glance
Product Owners prioritising sprint content from a real backlog, teams working on what mattered, not whatever arrived loudest in the inbox
Shared developer service created, keyword-triggered Kanban board gave developers clarity and POs a structured alignment process
Business clients tracking and prioritising requests directly in Jira, knowing what was planned, deferred, and why
4+
SAP teams on structured agile delivery
0
work hidden in inboxes
Across aviation, rail, insurance, retail, and manufacturing, in Germany, Austria, and the Middle East.
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