Emil Scott

I am currently working at Spark as an Agile Coach, coaching the executive leadership team of our largest subsidiary company.

During this time, I have:

• Introduced new ways of working to the leadership team and helped them bed that into their day to day rhythm
• I have introduced the concept of quarterly planning to the leadership team and their direct reports planning out a quarters worth of work in priority order factoring in organisation wide capacity. To support this I developed a context specific MoSCoW framework for the company to use.
• I have supported and consulted with business units in adopting new ways of working, be that at a team level with the likes of Scrum or Kanban.
• Consulted with Leadership on reshaping Product Management practice working closely with the head of Product. I subsequently implemented and coached Product Managers and Owners in this new model, focusing on Product Vision, Roadmaps and other key aspects of modern product management.

Outside of that I have worked with many business units on reforming teams around a purpose and using different practices and tools for teams to build trust and psych safety.

I started this job as an Agile Team facilitator working primarily with software delivery teams that look after the core banking platform. The teams I coached during this time were heavily resistant to change and new ways of working. I was able to:

• Help this team change the way they interact with each other and their work planning and using Kanban practices and principles to execute on that. I was able to demonstrate resilience in the face of constant push back and charisma in winning over those who were not interested in the beginning.
• When I moved into the Practices Coach role after a year of ATF'ing, I began using prior knowledge helping the organisation in quarterly planning. This effected all of the IT department (600+ people) and helped with aligning planning across the various domains or business units.
• I was also leading out on a piece of work at the very end of my tenure at BNZ developing the ICAgile Agile Team Facilitation course. This had me lead collaboration sessions with my other coach colleagues in determining the approach we would take for the course.
• I became an authorised ICAgile instructor for the ICAgile Certified Professional course, teaching over 100 people and certifying them in this industry recognised certification.

During my time as a Programme Advisor I operated more so as a Scrum Master for a Web Development team as well as advising a few other software delivery teams.

These responsibilities entailed:

• Facilitated Scrum framework – sprint planning, backlog grooming, daily scrums, sprint reviews and sprint retrospectives.
• Led sprint reviews, daily scrums and planning meetings to realize full team engagement.
• Supported Scrum framework for monthly sprint releases.
• Collaborated with product owners, team members, technologists and other scrum masters to define solutions and drive progress.
• Managing stakeholders from a wide range of areas, including business facing and IT

During this time I was also responsible for the running of PI Planning (logistics) as well as coaching different value streams during the event to meet the outcome we were looking for from the event. I was also responsible for handling the contract with the venue hire and negotiating a palatable rate for senior leadership sign off.

• Quickly learned new skills and applied them to daily tasks, improving efficiency and productivity.
• Carried out day-day-day duties accurately and efficiently.
• Demonstrated respect, friendliness and willingness to help wherever needed.
• Gained business understand as we were rotated around the business every 6 months.
• Scrum mastering a software delivery team as my second rotation
• First rotation was helping organise and run the PI Planning/ SAFe portfolio cadence
• Working with Agile Coaches