At Finsight Group, I worked across four Scrum teams at ART level, creating mechanisms to tackle constraints that no single team could solve. I initiated ART-wide retrospectives, recurring SM/PO syncs, and dependency mapping to bring the relevant groups together.
I introduced team-owned delivery metrics and WIP limits, helping teams identify bottlenecks and act on them themselves. Sprint carry-over fell from ~40% to 0–15%, and teams took ownership of their Scrum events.
Before Finsight Group, I managed software delivery at ITRex Group across projects and teams of 5–13, adapting the approach to each context, including Scrum and Kanban. I also use GPT, Claude, and Kiro in delivery analysis and coaching, and hold certifications in Org Topologies, Agile leadership, facilitation, and Scrum.

