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 3-5 day Kaizen to get a team sprint-ready by Day 5, followed by 3 months of sustenance coaching. Used 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
5→30+
Engineering group growth
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 developed the programme operating infrastructure: Scrum of Scrums, PI Planning, Jira dashboards, dependency registers, and risk tracking. Not as a one-off setup, but as a running system the programme operated on for years.
Alongside delivery coordination, I helped scale a multidisciplinary engineering group from 5 to 30+ through hiring across full-stack, mobile, and DevOps teams.
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.
Background
Delivery experience and certifications that shaped how I work.