Selected work

Customer service needed technical support for cross-selling and cross-product service across a fragmented application stack.

The sharpest friction appeared when products were being created, changed, terminated, or migrated — precisely when customers called and staff had the least reliable visibility.

Staff gained one place to see a customer's relationship with the company, across seven ERP and four CRM systems.

Applications needed an easy way to find related customer accounts and products across several ERP systems.

Legacy records lacked a consistently reliable identifier, while fallback matching could expose one customer's information to another.

The customer-service platform remained usable throughout the matching engine's six-month withdrawal.

Four transferred Scrum Masters had lost their coach and their forum for developing agile practice.

They needed to establish agile as a people-centred discipline in a company that treated it mainly as a project-management tool.

The guild grew from five founding members to twelve active members, including after membership became fully voluntary.

Four people were developing as Scrum Masters or Product Owners, with little clarity about what mentoring should address.

Their role titles concealed different starting points, so useful support could not be standardised around the role alone.

All four people developed within their respective roles, without one standard mentoring programme.