Tony Georgiadis

At Spektrix, I worked as an Agile Delivery Manager supporting cross-functional software delivery teams in a SaaS product environment. My work contributed to more predictable delivery, clearer prioritisation, stronger team coordination, healthier team dynamics, and better visibility of progress, risks, and dependencies.

I worked closely with engineering, product, design, and business stakeholders to help teams move from ambiguity into clearer delivery plans. This included facilitating delivery planning, improving backlog clarity, sequencing work, tracking progress, identifying blockers, and helping teams maintain a shared understanding of commitments, trade-offs, risks, and next steps.

A key contribution was helping teams improve their delivery systems without adding unnecessary process. I supported teams using Kanban, flow-based delivery, and delivery metrics such as throughput, cycle time, work in progress, and probabilistic forecasting based on historical data, including Monte Carlo simulations. This helped teams better understand where work was getting stuck, improve flow, reduce delivery friction, and make more informed planning decisions.

I also helped improve team relationships by creating clearer, safer, and more constructive delivery conversations. Where teams were dealing with unclear ownership, competing priorities, communication gaps, or tension between technical and non-technical perspectives, I helped make the underlying issues visible and workable. This supported better collaboration, clearer decision-making, and more trust between team members and stakeholders.

My background as a former software engineer helped me build trust with technical teams, while my delivery management expertise enabled me to translate complex delivery challenges into clear, practical information for business stakeholders.

At Quant, I worked across software delivery teams, combining Scrum Mastering, Agile coaching, delivery management, and team support. My role focused on helping teams improve how they planned, collaborated, delivered, and adapted ways of working in a technical environment.

I provided Agile coaching and mentorship to teams, Product Owners, QA engineers, developers, and other Scrum Masters. This included one-to-one coaching, team facilitation, and support around Scrum, Agile principles, delivery discipline, and continuous improvement. A key part of my work was helping teams build Agile capability, rather than relying on a Scrum Master to manage the process.

I also supported Agile change management by helping teams inspect how they worked, identify friction points, and adopt better delivery habits over time. My approach was grounded in empiricism, individuality, and creativity: using evidence from the team’s actual work, while recognising that each team needed ways of working suited to its people, context, and challenges.

With my background as a former software engineer, I engaged credibly in technical delivery conversations and supported discussions around engineering practices such as XP, TDD, BDD, CI/CD, pair programming, clean coding, SOLID principles, and testing approaches. This helped connect Agile ways of working with the technical practices needed for sustainable delivery.

Beyond process and technical delivery, I worked closely with team dynamics. I helped teams surface and address conflict, communication gaps, unclear ownership, and patterns that affected trust, commitment, accountability, and results. My work supported constructive conversations, stronger collaboration, and healthier team relationships.

I led delivery management activities including RAID logs, progress charts, action plans, delivery reports, risk visibility, dependency tracking, and stakeholder updates, helping create clearer visibility around progress, risks, decisions, and next steps.

At Dealogic, I worked as a Software Craftsman in a technical delivery role focused on Extreme Programming, Agile practices, and the modernisation of legacy software systems. My work combined hands-on engineering with increasing delivery responsibility, as I gradually moved into a hybrid role that was roughly split between software engineering and Agile delivery management.

On the engineering side, I worked with C#, .NET, MSSQL, Azure DevOps, and VSTS, contributing to software modernisation, improving technical practices, and supporting teams working with complex legacy systems. My background in software craftsmanship gave me strong grounding in XP practices, technical quality, iterative delivery, and the realities of delivering change safely in established codebases.

Alongside hands-on development, I increasingly took responsibility for team facilitation, delivery coordination, stakeholder communication, and project planning. I facilitated Scrum events, helped teams structure and sequence their work, supported backlog and planning conversations, and worked with clients to improve their understanding and application of Agile practices and frameworks.

A key part of my transition was using delivery data and team metrics to create better visibility around progress, risks, and delivery health. I helped gather and interpret metrics, identify delivery bottlenecks, support planning conversations, and communicate clearer updates to stakeholders.

This role became an important bridge between my engineering background and later Agile Delivery Management work. It allowed me to combine technical credibility with facilitation, delivery planning, stakeholder management, and a practical understanding of how Agile delivery works in real software environments.