Reed.co.uk, Scrum Master
July 2015 - Present, London, GB
Scrum Master for non-development teams
August 2014 - July 2015, London, GB
Helping the Lead Scrum Master to transition the Digital Division to Agile, I work with 7 Scrum Teams using Scrum, Kanban, Extreme Programming, and Continuous improvement - Kaizen - to deliver complex, mission-critical software and services. By facilitating ceremonies, removing impediments and coaching Agile, I am helping the teams to increase and improve their delivery, always trying to build a product which meets retailers and carriers expectations.
I am also working with 3 Support Teams and Infrastructure, introducing Kanban to help them regain control of their complicated backlogs of cases.
Together, we all helped MetaPack to go through a challenging year, and emerge from the Peak of 2014 looking stronger and more focused.
DC Thomson Family History, ScrumMaster
March 2014 - August 2014, London, GB
Brought on-board by the Head of Product, I helped a Scrum Team of 12 developers and Product Owner to increase their delivery and improve the quality of the work done. By using Scrum, Kanban, XP and Continuous Improvement - Kaizen - I helped the team (and the company) to go through a big platform migration as smoother as it could be and to keep the customer satisfaction in a high level. Working closely with the Product Owner, we improved the backlog which directly impacted the delivery. I also facilitated ceremonies, removed impediments and coached technical and non-technical people.
Following the initial success with the transition, I was asked to help another team, which improved their product in 30%, increasing the revenue and the satisfaction of the most important partner of the company.
Powa Technologies, Scrum Master
December 2013 - March 2013, London, GB
Joined the Lead Scrum Master to help transitioning the company to Agile. Worked with 6 Scrum Teams of developers and Product Owners, Sales and Pre-Sales to enable a full, end-to-end transition of Powa Technologies to Scrum. Facilitated ceremonies, removed impediments and coached technical and non-technical people.
Ci&T Software SA, Libero
January 2011 - December 2012, Campinas, Sao Paulo, BR
At Ci&T, Libero is the technical person, or in my case, the process expert. In all projects described bellow I was helping the Scrum Master (the team lead) to build the process.
The company had their own team structure, but considering what Scrum states, I was the ScrumMaster (responsible for the process) of the team and the ScrumMaster was actually the PO.
The first project had 2 teams - 12 people - responsible for keeping 80 health-care websites running. Using Scrum and Kanban, I drove a process change which allowed them to be on the top of their backlog of cases, making their 20 stakeholders happy and millions of users satisfied. The success of the project gave us the "Best Team" award.
In the second project, 2 teams (16 people) were building an e-commerce website, simultaneously. With the Product Owner located in the client, therefore far from the team, and 20+ stakeholders, I introduced Agile to help them meet all the expectations and deliver the product in a short period of time. Again, a "Best Team" award was given to the teams.
Third project was also a Support Team of 4 people who had never worked with Agile. I coached the team, helping them to transition to Agile, while they had to maintain a consumer product with 80+ cases opened per day. In this case, Kanban suited them best and kept the team on the top of the backlog, pleasing clients and business.