You don’t have an agile problem.
You have a power problem.
Transformation programmes fail because they redesign process and leave the power structure untouched. I redesign the structure.
Patterns I see repeatedly
The ceremony trap
Teams adopted standups, retros, and sprint reviews. Leadership declared the transformation complete. But capital allocation is still political, delivery governance is still waterfall, and your best engineers are still leaving.
The framework fog
You’ve invested in SAFe, LeSS, or a custom hybrid. You have coaches, a transformation office, and a maturity model. But nobody can point to a measurable outcome that changed because of it.
The AI productivity illusion
Your developers report 20% efficiency gains from AI tools. Your delivery metrics tell a different story — review times are up, defect rates are rising, and nobody can confidently explain what the code does anymore. The speed is real. The progress isn’t.
The dashboard delusion
Your delivery metrics report green. Your teams report they’re on track. But your cycle times are increasing, your WIP is three times your capacity, and systematic metric gaming is happening every sprint boundary. The dashboards are telling you what you want to hear, not what you need to know.
What I do
I redesign how engineering organisations deliver software. Not the tools — the structures, the governance, the decision rights.
Portfolio operating models that connect strategy to execution. Delivery governance that makes pivot-or-persevere decisions possible — not governance theatre that reports green while outcomes stay flat. Organisational design that puts product teams in a position to own outcomes, not just execute tickets.
I work with CxO-level leaders and their leadership teams to diagnose what’s structurally broken — then design the changes that make new behaviour not just possible but inevitable. This means touching capital allocation, team topology, incentive structures, and the operating model itself. Not running workshops about values.
When GenAI enters the picture — and it has — I help leaders navigate the organisational implications: how AI-augmented development reshapes team structures, delivery economics, skills requirements, and engineering governance. I’m writing a book on this. The frameworks exist. The question is whether your operating model is ready for them.
The GenAI governance question nobody’s asking
Most organisations adopted AI coding assistants and declared a productivity win. The data tells a more complicated story: peer-reviewed research shows experienced developers can be measurably slower with AI tools, review times increase by up to 91%, and code complexity rises while refactoring drops to historic lows.
The problem isn’t AI — it’s the gap between local productivity gains and system-level delivery outcomes. Faster code generation moves the bottleneck upstream into requirements clarity, review capacity, and governance. I call this the delegation problem: AI made production cheap, but it made intent, validation, and accountability the new constraint. That’s an organisational design challenge, not a tooling one.
I’m writing a book on governing AI-assisted software delivery at enterprise scale. The frameworks are grounded in systems safety engineering, aviation human factors, and financial controls — adapted for software. More soon.
How I work
Diagnostic
I don’t arrive with a framework to install. I start by understanding your operating model — how decisions get made, how capital flows, how work moves from strategy to delivery. I deploy FlowMaster, the analytics engine I built, to read your delivery data: cycle time percentiles, bottleneck patterns, anomaly detection, flow debt. Where the stated model and the actual model diverge is where the real problems live.
Design
Based on the diagnostic, I design structural interventions: changes to portfolio governance, team topology, delivery cadence, accountability chains, or leadership operating rhythm. These are specific, implementable, and tied to measurable outcomes.
Coach through execution
I don’t hand over a deck and leave. I coach your leadership team through the execution of structural changes — navigating the resistance, the politics, and the second-order effects that every transformation encounters.
Typical engagements: 3–12 months. I work with your leadership team, not as a substitute for it.
Track record
Transformation Lead — Shell
Implemented Agile ways of working across a multi-billion-dollar project spanning 4 continents and 5 geographically distributed contractor companies. Applied Lean, Scrum, and Kanban across all project levels. Coached multicultural, multilingual teams on shared understanding and digital collaboration.
Programme Coach — BHP
Established Agile governance for the Cloud Acceleration programme ($300M value). Designed outcome-based roadmaps and Lean budgeting. Shifted portfolio decisions from output-based to outcome-based.
VP, Agile Product & Portfolio Management — A leading global airline
Revamped portfolio governance for pivot-or-persevere decision-making, reducing capital allocation waste by 40%. Coached 11 senior product leaders to shift goal-setting from outputs to outcomes. Established a product management capability programme that grew 100+ product managers. Led a GenAI research team that improved developer efficiency by 60%.
Agile Coach — Roche (Singapore/Malaysia)
Coaching across pharmaceutical R&D and commercial operations.
Agile Coach — Raiffeisen Bank (Ukraine)
Scaled Agile (SAFe) and Scrum coaching. DevOps assessment. Engineering training including TDD and CI.
Organisational Change Consultant — HomeCredit Bank (Kazakhstan)
Agile transformation strategy from board to teams. Organisation redesign.
Exploration Lead — Melbourne Convention & Exhibition Centre
Coached leadership to pivot the business model during COVID-19.
capital waste reduced
product managers grown
developer efficiency via GenAI
programme governed
continents, one project
Why me
I’m not a consultant who studies transformation. I’m a VP who runs one. Every recommendation I make has been tested on an organisation I’m accountable for — not a client I can walk away from.
I combine three disciplines most practitioners separate: organisational systems coaching (ORSCC, ACTC), engineering leadership (PST, DevOps Master, ITIL Expert), and executive coaching (CPCC, PCC). The problems worth solving sit where all three meet.
I also built the instrument. FlowMaster is an analytics engine that connects to your Jira and runs the diagnostic — detecting metric gaming, measuring flow debt, identifying structural constraints, and grounding coaching conversations in evidence rather than opinion.
I’m writing the field guide on governing AI-assisted delivery at enterprise scale — grounded in systems safety engineering, aviation human factors, and financial controls. The thinking is deeper than a slide deck. It has to be, because the stakes are higher than a retro.