Marcel Pauw

New digital team in an immature Agile environment: no process, no structure, no shared understanding of Scrum. Established a working cadence here.

• Set up Agile methodology from scratch: Jira structure, sprint cadence, and Definition of Done established — team delivered predictably per sprint within one month

• Coached PO from doing everything at once to a backlog owner who steers on priority and value

• Stabilized relationship with external supplier: clear agreements on scope, quality, and delivery reduced rework and escalations

• Introduced Change and Incident management, enabling releases to go to production in a controlled and surprise-free manner

Environment: Jira, Novulo, We Group platform, JSON, skills=[]

Two Front-End teams worked separately from each other and from the Back-End train, with many dependencies and little coordination. Delivery was unpredictable, and PI results lagged.

• Rearchitected PI session structure for the entire IT Pensions domain: dependencies became visible earlier, and release predictability demonstrably increased

• Facilitated PO-Sync, Business sync – achieved significant improvement in Risk Management and Action follow-up

• Developed and rolled out Jira standard as a domain-wide guideline — improved insight into progress and capacity for teams and management

• Coached teams on ownership and collaboration: fewer escalations to management, more problem-solving capacity within the teams themselves

• Organized end-to-end UAT per release: business and IT collaborated structurally on acceptance, which increased go-live quality

Environment: Safe. Jira, OutSystems, Microsoft Dynamics, Figma, skills=[]

Two teams with good intentions but without consistent delivery: no shared standard, faltering test automation, and a department without a clear Agile direction.

• Redesigned Azure DevOps setup completely and rolled it out as a template for all 25 teams in the department — improved delivery insight and predictability at an organizational level

• Guided OKR implementation within the Community of Practice: teams and management steered on shared, measurable goals for the first time instead of activities

• Made test automation (TOSCA) operational again after months of stagnation — significantly reduced regression risk during releases

• Structured and consistently implemented quarterly planning (Pre-PI, PI planning, HeartBeat) together with the SM Chapter

• Established the Dryfuss model from the Scrum Master guild in collaboration with Tech Lead — successfully used as a reference framework in coaching conversations

Environment: Safe, Azure DevOps, OKR, ServiceNow, TOSCA, Miro, skills=[]