Scrum Master · Agile Delivery Lead · Team Coach

Hands-on delivery. Ceremonies run. Risks owned. Teams that stop needing me.

I'm a senior delivery operator, not a hire looking for a title. I run the sprint ceremonies, keep the backlog honest, surface risks before they become problems, and manage the dependencies that quietly stall projects. My job is to make your team faster and calmer — and to work myself out of the picture as they pick it up.

I've been told I look "too senior" for the room. That's fair. What it means in practice: I can sit with a board or a junior engineer without ego, and I'm happiest when the team I coach is delivering without me.

The person behind the delivery.

19 years in enterprise delivery across retail, government, media and professional services. 100+ teams led, coached or rescued — most of them from the very start of a struggling project. I've run Scrum, Kanban and scaled frameworks, and I'm fluent in Jira, Confluence and Azure DevOps. That's the toolbelt; the point is predictability.

19
years in delivery
100+
teams led & coached
95%
on-time deliveries

What I actually do, week to week

01

Run the ceremonies

Sprint planning, daily stand-ups, backlog refinement, reviews and retros. Properly facilitated, with clear outputs and a timebox nobody dreads.

02

Own the backlog

Priorities stay visible and honest. Work is broken down, sized and ordered so the team always knows what "done" looks like and why it matters.

03

Manage risk & dependencies

Risks get surfaced early and handled, not hidden until go-live. Cross-team dependencies are tracked and unblocked before they stall a sprint.

Underneath it all: coaching and servant leadership. I'm at my best when the team is running the show and I'm quietly removing the obstacles. The metric I care about is a team that ships reliably long after I've left.

A senior hire, or a delivery operator?

Full-time senior hire
A delivery operator
Cost
Salary + equity + benefits
Day-rate, scoped to the work
The role
Owning a domain and a roadmap
Making the current delivery reliable
The ego
Needs the room to justify the cost
Happy to be the least important person in it
The exit
Resignation risk, knowledge walk-out
Team is stronger and self-sufficient

If you're hiring someone to run delivery well — not to build a fiefdom — that's the conversation worth having.

Send me the spec.

If you're stood up a sprint or a programme that needs running properly, send me the spec and your biggest pain point. I'll reply honestly about whether I'm the right person and how I'd approach it.

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