Engineering programmes run. Teams aligned. Delivery visible.
Fractional Programme Manager and Agile Coach. 25 years in software engineering. Available for remote engagements.
25 yrs
Software engineering
15+ teams
Hach / Danaher
4 countries
US, DE, CH, India
Three ways to work together
Full details →Fractional Programme Manager / RTE
You have multiple Scrum teams but nobody owns what happens between them. I set up and run the coordination layer: Scrum of Scrums, PI Planning, dependency tracking, dashboards that reflect reality.
Agile Team Onboarding (Kaizen)
A 5-day Kaizen to get a team sprint-ready, followed by 3 months of sustenance coaching. Tested across 15+ teams at Hach. I stay until it sticks.
Programme Health Check
Something is wrong but you are not sure where to look. Two to three days of review, ending with a prioritised action plan you can act on immediately.
Hach / Danaher
15+
Scrum teams coordinated
4
Countries, one programme
8 yrs
Running the programme
What this looks like in practice
15+ Scrum teams. US, Germany, Switzerland, India. No shared timezone. No natural alignment. Leadership needed to know what was at risk at any given point.
I built the PMO infrastructure from scratch: Scrum of Scrums, PI Planning, Jira dashboards, dependency registers, risk tracking. Not as a one-off setup, but as a running system the programme operated on for years.
That level of visibility does not happen by itself. It requires someone whose job it is to own the space between the teams. That is what I do.