Consulting
Agile Coaching
Scrum Mastering
Change Management
Organizational Design
You know this cliché of consultants who join a company, deliver fancy PowerPoint slides and then leave when the real work is starting?
Well that's not me.
As an Agile consultant, I combine my passion for sharing, my love for people and my addiction to continuous improvement, and draw on my unlimited stock of energy to bring a fun, informal and often unexpected vibe into the most boring and unengaging discussions.
FROM INSIDE...
I'm a strong believer that great teams don’t happen by accident - there's something behind it. Call it science, emotional intelligence, interpersonal analytics or whatever.
When forming a new team or joining an existing one, I make continuous improvement happen : a mix of quick wins supported by bigger structural changes are the key for a healthy and sustainable improvement culture where the teams can continue focusing on their priorities.
What really matters is : I specialize in encouraging team collaboration, trust, and engagement. Whether addressing communication challenges or enhancing cultural alignment, my work ensures that teams are not just functional but performing.
... TO OUTSIDE
In most situations, the improvement points are not only in the delivery team itself. A team dysfunction is influenced by its context - this is why we need to address every challenge from a systemic point of view.
With a deep understanding of how delivery teams are working and a strong connection with the Business reality of the corporate world, I make sure everyone is going in the same direction, in an engaging way.
No matter the role I have in the team, I use my stakeholder management skills to create a network with other teams and build bridges. My broad communication and creative skills are also at the service of my teams : what team doesn't need a fancy logo, a theme song or a video to broadcast to the whole company?
To do so, I continuously improve my skills, learn new ones - it's my way of filling my toolbox with new techniques, new approaches, that I use to tackle any situation in a creative way. I've recently been described as an "Agile swiss army knife" and that pretty much summarizes it all.
CERTIFICATIONS
Enough bla bla...
Now, walk the talk.
What if the above was just fancy words, AI-generated and I actually had no idea what I'm talking about?
Well, let's make things more concrete now - here are a few situations on which I could bring a tangible impact.
Return of experience 1: Closing the "Business / IT" gap
One day, I joined a team whose mission was to enable customer promotions in the company's CRM. We were a part of the marketing department, so we were structurally close to our main stakeholders.
Perfect case of "bringing Business and IT together", right?
Except that… the collaboration was everything but smooth :
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The IT team was complaining that the business teams changed their mind all the time
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The business teams were complaining that every change needed too much time to be implemented
A texbook example of two worlds not understanding each other.
After speaking to the teams, I realized that the first frustration came from the promotion intake process : A 2000's-era Excel file that the Business teams needed to fill, full of technical jargon and cryptic questions.
As you can imagine :
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The Business teams saw this process as highly user-unfriendly and energy-draining
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Their interpretation : "The IT team was rigid and unwilling to help"
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The IT team received a file full of mistakes and missing information
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Their interpration : "The Business teams were unprofessional and lazy"
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I suggested to improve this process and took the lead in the implementation.
The result :
A very light online Forms with the basic information requested, followed by a systematic 30-minute discussion between the requester and the IT team to align on the needs and the solution.
The experience of both parties was transformed to such an extent that we can't even talk about "both parties" anymore : the Promotions were now the result of a co-creation which apeased the tensions and increased the feeling of ownership of everyone involved.
Operational Impact :
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Increased experience of the IT team
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Increased experience of the Business teams
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Less "re-work" of the Promotions by decreasing the mistakes in the intake
Eventually, we could even use this improvement as a launching pad to "productize" the Promotions : Instead of servicing every request separately, we built a catalog of possible promotions, which guided the requesting teams to the best-fitting ones while decreasing the effort to be provided by the Promo team.
Business Impact :
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Increased market reactivity
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Decreased development and testing costs
Return of experience 2 : The invisible flaws
I joined this team as a Scrum Master and the first discussion with the Product Owner was pretty clear :
"We didn't ask for a Scrum Master and we don't know what you're doing here. We don't really see the value you could bring but in any case, for the first few days you'll just observe how the team is working, without interfering".
Fair enough.
It's not that I intended to come and disrupt everything from Day 1 anyway.
While dedicating my first days to connecting with the team members, listening to their experience with the team and… observing, I looked for quick wins to bring at least a bit of value and gain some credibility in the team.
The vibe started to change after 10 days, when I facilitated a Retrospective and improved the setup of the Board that they were using every day - implementing quick wins when joining a new team is a great help to gain their trust.
From this point, I could start to work on what I had recently been observing : the team delivered…
... but were not 100% sure what.
Focused on the day-to-day work, they lacked this long-term vision that would help them understand better the Product and its context.
The result :
Improving clarity and structure would become my main focus in that team.
Gradually, I took the lead in setting up :
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Backlog Refinement sessions, involving the stakeholders
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Quarterly sessions with a look back on the past milestones, a definition of the priorities of the new one, and a co-creation of the roadmap by the whole team
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Objectives & Key Results and tracking them during the Quarter
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Sprint Reviews with a Business-value approach, involving the stakeholders
Impact :
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Better sense of ownership of the team members in regard to their work
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Better communication with the other teams
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Better reactivity to the shifting priorities