From enforcing a method to writing one

Delivery at scale

At Accenture in the Philippines I ran delivery under the Accenture Delivery Method, a formal method that is part of the firm's commercial offering. That included a team of more than 70 people running the supply chain management platform of one of the world's largest retailers, across all its markets, alongside engagements for a global bank and a major European utility, each around $5M. On the banking engagement I introduced Scrum.

Building analysts

As business analyst capability lead for the country, working with the global BA lead, I personally trained more than 200 analysts in requirements engineering and documentation. I built their career path, from job progression and training curriculum to job descriptions and hiring guidelines, and ran many of the interviews myself.

Making teams predictable

At CorPeuM in Bratislava I led 20 developers and testers, redesigned the SDLC to produce real-time KPIs, and turned a strained relationship between production and project management into a predictable team. In the US I led a 20-person implementation team at Model N, integrating pricing SaaS with client ERPs, and ran semantic data lake implementations for three global pharmaceutical companies at Cambridge Semantics, where I wrote the Scrum-based delivery SOPs.

Writing the method

At LSPedia I wrote the R&D playbook, SDLC included, administer Jira and own release management, as I have in most roles since Accenture. I also mentor five analysts. Leadership, to me, is less about timesheets than about inspiring people to perform.