Mario Fedrigo

I work with the France Travail teams (4 delivery teams working with 21 POs and 7 PMs) to support them in continuous improvement and the adoption of a product-centric approach focused on value.

Objectives:

- Identify indicators to measure team progress

- Improve collaboration between POs, PMs, and delivery teams

- Help POs and PMs adopt a posture corresponding to their role to express a coherent product vision

Key Actions:

- Coaching and support workshops for POs and PMs

- Coaching Scrum Masters and delivery teams

- Organizing PIPs to coordinate PO efforts

Results / Impacts:

- Significant improvement in end-of-PI ROTI compared to previous ones (3.9/5)

- Implementation of a clear roadmap for 70% of products (50% by early 2025)

- Resolution of 2 major conflicts negatively impacting productivity

Context: Occasional interventions with SMEs and startups to support them in their continuous improvement, collective intelligence, and change management initiatives.

Key Actions:

- Organization and facilitation of collective intelligence workshops (brainstorming, retrospectives, syncs...).

- Agile facilitation to improve internal processes and accelerate strategic projects.

- Coaching and training of Product Owners and Product Managers to upskill in product mode.

- Change management consulting: definition of action plans to support cultural and organizational transition.

- Coaching and upskilling of teams on Scrum, Kanban methodologies, and good collaboration practices.

Results:

- Strengthened inter-team collaboration through structured and engaging workshops.

- Identification and rapid implementation of concrete solutions, reducing operational inefficiencies.

- Progressive adoption of continuous improvement practices, sustaining initiated changes.

- Real and immediate impact on your organization and operational serenity.

Context: Within the Business Solutions Department, in the Store Commercial Management division, I managed two teams in their transition to agility within a context of global reorganization of UTech. Subsequently, I also intervened at the product line level (5 teams) to improve inter-team coordination and communication.

Key Actions:

- Deployment of Kanban practices for two teams with low agile maturity.

- Implementation of the SAFe methodology to coordinate 5 teams and structure Program Increment Planning (PIP).

- Individual coaching of the new Product Owner to strengthen their mastery of agile tools.

- Modernization of test and deployment environments.

- Support for the implementation of Product Mode.

- PIP implementation

Results:

- Reduced time-to-market through team empowerment.

- Improved predictability and relationships with users through the introduction of SAFe.

- Reduced testing and deployment time thanks to process modernization.