Organisational Design & Value Streams

• Advise leadership on team structure using Domain-Driven Design (bounded contexts → team boundaries) and Team Topologies (stream-aligned, platform, complicated-subsystem, enabling teams)
• Help leadership identify, map, and optimise value streams across the organisation
• Support the rollout of DDD concepts — ubiquitous language in backlog items, bounded context mapping, and domain/sub-domain alignment to teams
• Facilitate the definition and alignment of project types (small requests, medium standalone projects, big projects, programs) with Agile terminology and business value processes

Product Owner & Stakeholder Coaching

• Coach Product Owners on maintaining a single ordered backlog aligned to OKRs, making priority decisions transparently, and shifting from engineering-led to product-led prioritisation
• Coach senior leadership (CTO, sponsors, Business Owners) on outcome-over-output governance — "steer at the initiative level, resist the urge to direct individual tasks"
• Help leadership understand and use Lean Portfolio Management concepts: strategic themes, portfolio Kanban, guardrails, and participatory budgeting

Governance, Reporting & Metrics

• Design the reporting cadence: initiative-level reporting (fortnightly by TPM), portfolio view (monthly by CTO), team metrics (per sprint)
• Introduce Objective Metrics (predictability, quality, lead time) and Business Outcome Metrics at the program level
• Ensure reporting drives decisions, not "status theatre" — coach stakeholders on what to look at and what questions to ask
• Establish ROAM risk classification (Resolved, Owned, Accepted, Mitigated) as the standard risk management approach across all initiatives

Communities of Practice & Capability Building

• Bootstrap the 5 defined Communities of Practice: Product Owners, EM/Scrum Masters, Engineering, UX/Design, and Architecture
• Ensure each CoP has a named owner, regular cadence, and a feedback loop into the playbook
• Build internal coaching capability so the organisation can sustain practices after the engagement ends

Lean-Agile Leadership

• Coach the leadership team on SAFe's Lean-Agile Leadership competency — leading by example, mindset over mechanics, and creating an environment where teams can thrive
• Facilitate leadership alignment sessions to resolve contested accountabilities (particularly the EM vs SM facilitation decision)
• Support the Agile PMO evolution — helping the PMO shift from traditional project oversight to Agile portfolio enablement

Main Requirements

• 5–8 years of experience as an Agile Coach at the program, portfolio, or organisational level in multi-team product development environments
• Proven experience designing and facilitating PI Planning or equivalent large-scale planning events (50+ participants)
• Strong understanding of SAFe (particularly ART-level practices, Lean Portfolio Management, and Business Owner engagement), even if the implementation is hybrid
• Experience coaching C-level executives and Business Owners on Agile governance and their role in a scaled Agile model
• Demonstrated ability to stand up cross-team coordination mechanisms (Scrum of Scrums, dependency management, program boards)
• Experience with organisational design, team structures, value streams, and the interplay between architecture and team boundaries
• Hands-on JIRA Premium experience at the program/portfolio level
• Fluent English

Preferred Skills

• SAFe SPC (SAFe Program Consultant), SAFe RTE, or ICAgile-ATF / ICAgile-EAC certification
• Experience in iGaming, fintech, or regulated multi-product tech environments
• Familiarity with Domain-Driven Design and Team Topologies
• Experience coaching TPMs or traditional project managers transitioning into Agile roles (RTE, Scrum Master)
• Track record of building internal Agile coaching capability that outlasts the engagement

Personal Qualities

• You can command a room of 50+ people during a planning event and coach a CTO one-on-one with equal confidence
• You resist the pull toward becoming a project manager — your job is to build organisational capability, not to run delivery yourself
• You're politically astute, you can navigate contested accountabilities (EM vs SM, PM vs TPM) without taking sides, while still driving clarity
• You understand that sustainable transformation requires leadership behaviour change, not just team-level process adoption
• You bring a toolkit of facilitation techniques and know when to use each one