Marc D.

In this role I am working as part of a team of agile coaches to quantify organisational agility using DORA & Flow metrics in an effort to reduce the time a molecule takes to go from discovery to improving patients' lives.

In the process I have helped my team integrate security and GxP compliance into Agile/CI-CD workflows, thus improving predictability of delivery and reducing cycle time.

- Partnered with development teams and leaders to measure and improve organisational flow using DORA, Flow and other metrics, contributing to a 72% reduction in cycle time

- Led workshops aimed at defining product strategy, team mission and aligning engineering with product vision and North Star Metrics, resulting in cascading of priorities across flight levels

- Enabled teams to adopt a scientific problem-solving approach (kata coaching), resulting in clearer hypotheses, faster learning cycles, and measurable improvements

- Facilitated Obeya and Gemba Walks to promote transparency and to align teams and executives on priorities, risks, and system constraints, which have led to recruitment and team restructuring decisions

- Helped embed automation as a core enabler of operational excellence which has led to streamlining release processes and decoupling dependencies.

- Integrated GxP and security controls into Agile and CI/CD workflows, improving compliance while reducing delivery friction and increasing predictability

Transitioned two data engineering teams from ad-hoc delivery to Scrum with Kanban, improving transparency around priorities and alignment on outcome based sprint goals and quarterly goals, aimed at driving stakeholder and end user value.

• Applied Kanban metrics to optimise the flow of value during the sprint which has led to a 20% decrease in cycle time

• Drove backlog health initiatives, eliminating all stale work and significantly improving stakeholder trust and visibility

• Acted as delivery point-of-contact, coordinating the quarterly planning and delivery of product increments across teams

• Escalating systemic impediments with leadership teams

• Organising workshops aimed at better understanding the HOW and WHY behind Scrum and Kanban

• Tracking team health and maturity via metrics and surveys

• Established a common Definition of Done which enabled a shared understanding and improved process adherence and product quality.

Led multiple Scrum teams across distributed time zones in a SAFe environment, driving delivery predictability and continuous improvement across the Release Train.

• Facilitating cross team coordination during PI planning, managing dependencies and mitigating risks to ensure reliable delivery of product increments.

• Coached teams and Product Owners on Agile best practices, backlog refinement, and outcome-focused planning, improving predictability and stakeholder confidence

• Leveraged metrics to guide planning, forecasting, and decision-making

• Facilitated key inspect-and-adapt events and knowledge-sharing initiatives, fostering a culture of continuous improvement across the Release Train