DFS

As a Release Train Engineer leading an ART for five Scrum Teams and one Kanban Team spanning multiple locations and time-zones, I have led all the phases of the PI events including system demo, Inspect & Adapt, organisation, facilitation, managing successful outcomes of four PI events, removing blockers / impediments at Program level to help achieve successful PI execution, briefing for future PI events, planning for future PI events and communications cross ART at Large Solution Level  to ensure all stakeholders are engaged and informed.

Ferring

Working with Tenthpin Management Consultants, Ferring is undergoing a transformation from legacy operations to SAP S/4HANA so they required an experienced RTE with many years of SAFe, Scrum Master and RTE experience with the ability to have a flexible and pragmatic approach to enable a complex delivery. The ART is large with 130 members comprising of 15 teams which are a mix of Feature and Enabling Teams who are spread over 30 countries with multiple time-zones.

Three

A signification number of programmes within Three were undergoing transformation from traditional Waterfall to Scaled Agile; I was a Solution and Release Train Engineer for two ARTs working to create predictable, valuable incremental delivery between a massive third-party technical capability and the Business Readiness Programme which are spread across 3 UK locations and India. Business Readiness is not a traditional software programme, but rather it is required to get the business ready for technical delivery which involved, ordering SIM's, training of store staff, training call centre staff, marketing, legal compliance etc.

GSK

GSK is a vast multinational pharmaceutical organisation who were operating disparate SAFe like approaches in many silos. My role was initially to spend several weeks assessing and then generating an improvement plan to move one product area to an ART. The plan consisted of 46 improvement areas which were discussed with leadership, prioritised, and then successfully executed over a 6-month period. The ART consisted of US, UK, European and Indian time zones so we initially operated a 100% remote model with PI Planning spanning 3 UK afternoons. Once proved to be successful, we transitioned to a hybrid model where key members of the ART gathered in the UK, but everyone else was remote. After a year, it was clear that moving to a Large Solution model would be highly beneficial, so I was appointed as the STE for 4 ARTs, with many third parties totaling to 300, but still retained the RTE role on the now, high performing ART.