Agile coaching grounded in engineering reality.
Certified Agile coach with 22+ years building engineering teams across investment banking, fintech, and enterprise product. I help teams and leaders adopt agile practices that actually stick—not just the ceremonies, but the mindset and technical discipline behind them.
Agile Coaching
ICAgile Certified Professional – Agile Coaching (ICP-ACC)
The ICP-ACC is one of ICAgile's highest-value coaching credentials, validating the ability to coach individuals and teams through agile transformations using professional coaching techniques—not just framework training.
This certification covers professional coaching stances, active listening, powerful questioning, developing team agility, and supporting leaders through cultural and organisational change—skills developed and applied across enterprise engineering organisations at JP Morgan, Visa, and throughout my career.
Agile Team Facilitation
ICAgile Certified Professional – Agile Team Facilitation (ICP-ATF)
The ICP-ATF validates expertise in designing and facilitating collaborative processes that help teams make decisions, solve problems, and achieve shared goals—with the facilitator remaining neutral rather than directive.
Applied across retrospectives, sprint planning, PI planning, cross-team dependency workshops, and quality strategy sessions with engineering leadership. Facilitating groups of 5 to 50+ across distributed, multilingual engineering organisations.
Working inside agile teams since the XP and early Scrum era—long before it became mandatory vocabulary.
From two-pizza squads to 25+ product teams across enterprise portfolios spanning real estate, fintech, and banking.
JP Morgan, HSBC, Barclays, UBS, Visa, R3, and large-scale PropTech—each a different agile maturity challenge.
ICP-ACC and ICP-ATF—covering both the coaching and facilitation dimensions of agile team development.
Coaching and leading engineering teams across UK, USA, Asia-Pacific, and the Middle East.
Hundreds of retros, planning sessions, and workshops—from team-level to scaled program ceremonies.
Engineering Teams
Teams that have adopted agile ceremonies but haven't unlocked the collaboration, speed, or quality benefits they expected.
Engineering Leaders
Heads of Engineering, VPs, and CTOs leading agile transformations or trying to scale agile practices across multiple teams.
Scrum Masters & Coaches
Practitioners who want to deepen their coaching and facilitation capability, especially in technical and engineering contexts.
Engineering agility goes deeper than ceremonies.
Most agile coaching focuses on process—standups, boards, velocity. I go further, because sustainable agility in engineering teams requires technical practices, quality culture, and the right behaviours built into how teams actually work.
The ICP-ACC and ICP-ATF give me the coaching and facilitation foundation. 22 years shipping software at scale gives me the engineering context to make it real.
Team Coaching & Dynamics
Building high-trust, self-organising teams. Psychological safety, constructive conflict, ownership culture, and removing learned helplessness.
Agile Ceremony Facilitation
Retrospectives that produce real change. Sprint planning with shared commitment. PI planning for scaled teams. Backlog refinement that engineers actually find useful.
Quality Agility
Embedding quality practices into team rhythm—shift-left testing, definition of done, continuous feedback loops, and breaking the QA bottleneck anti-pattern.
Technical Agile Practices
TDD, BDD, CI/CD culture, trunk-based development, and pairing. Coaching teams on the technical disciplines that make agile delivery sustainable.
Leadership Coaching
Coaching engineering managers and heads of engineering on servant leadership, building team autonomy, and navigating organisational agile transformation.
Metrics & Continuous Improvement
DORA metrics, flow metrics, and building a culture of measurement. Coaching teams to use data to improve—not to report upwards.
Discover
Observe the team in action—standups, planning, demos. Interview team members and stakeholders. Understand the real blockers, not the stated ones.
Diagnose
Map the gap between current and desired state. Identify which problems are process, which are behaviours, and which are systemic. Share findings transparently.
Coach & Facilitate
Run targeted workshops and coaching sessions. Facilitate ceremonies differently. Coach individuals on behaviours. Introduce practices with context, not mandates.
Embed & Exit
The goal is a team that doesn't need me. Build internal capability, establish feedback loops, and hand off to team-owned continuous improvement.
What I bring ✓
What this isn't ✗
Ready to work together?
Whether you're leading an agile transformation, coaching a struggling team, or just want to talk through a challenge—reach out. I'll respond within a few days.