Nextens is a division of the Reed Business Information group that develops fiscal software. I am supporting Nextens with improving their flexibility and speed of software development.
Thales builds military naval radar systems. I performed an audit on the Agile performance of Thales. This means: researching the organisations’ agility from in domains (value delivery, process, quality, productivity and enterprise) and provides a wealth of improvement recommendations.
DSG (de Stiho Groep) is a B2B building material warehouse. With the goal of improving the performance of several business departments, management approached me to introduce the agile way of working at category management and customer engagement.
At the TU in Delft, the Forze Hydrogen Electric Racing team has the assignment to build an electric racing car running on Hydrogen in one year. Thirty highly motivated students are organised in 7 specialist teams (aerodynamics, propulsion, suspension, etc). To manage complexity and risk they decided to adopt Scrum. I support them on their agile journey.
Sybrand’s Place is the digital hub for the DSG group, a B2B building material warehouse chain. They were seeking to optimise their Scrum and improve Product management and collaboration between business and IT.
I performed an audit on the Agile performance of Independer, online insurance advice and broker platform. This entails researching the organisations’ agility from in domains (value delivery, process, quality, productivity and enterprise) and provides a wealth of improvement recommendations.
Collaborated with Cesario Ramos from Agilix in the LeSS implementation for the Business Lending tribe. The tribe leadership had difficulty to steer on quarterly goals, the teams were not able to deliver fast and optimised locally, development was output driven. There is an interesting publication that describes a situation that is quite similar.
Rabobank wanted to create an on-line mortgage product. Five teams development teams had difficulties to collaborate and deliver a working product. The problems were isolated component teams and coordination congestion. I introduced cross-team collaboration, restructured product leadership and improved feedback loops to enable the learning capability of the teams.
The Customer and Service department of Nationale Nederlanden (aka NN) is responsible for all customer interactions. NN wanted to merge the customer-facing departments of three silos en create “bus-dev-ops” teams in order to obtain one single point of entry for all NN services. I guided the management with their LeSS adoption and trained and coached their scrum masters.
Yuki delivers an online accounting SAAS platform that holds unique Artificial Intelligence accounting capabilities. They operate in Belgium, Netherlands and Spain. Yuki was unable to scale their software development department and the Head of Product was not happy with the performance of software delivery. I coached a LeSS implementation that made the Yuki development department scalable, faster, more flexible and predictable.
Backbase had difficulties to predict and deliver new releases of their platform product. At that time, there were seven local and a couple of near-shore teams in Kiev. The teams were optimising locally and had integration problems. These problems were addressed by reducing the number of Product Backlogs and by enabling the teams to deliver integrated end to end software in 2 week Sprints.
Developing a loyalty product for the bank, I engaged the component teams in the project to work as feature teams and focused on delivering customer delight instead of building software components.
Facilitator of the Front Line Billing team, moving from multiple scrum teams to Large Scale Scrum. We redefined the product, merged more than 12 backlogs into 3 for the whole company and shifted from component teams to feature teams.
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