Job Summary

• Design, prepare, and facilitate Eeze's adapted 1-day Big Room Planning events (modified from SAFe's 2-day format)

• Run confidence voting sessions and ensure teams commit to realistic PI objectives

• Introduce and maintain the Program Board for cross-team dependency visualisation

• Coach TPMs in the Release Train Engineer (RTE) role — a key Eeze deviation where TPMs fill this function

• Facilitate Management Review & Problem-Solving sessions and Planning Retrospectives as part of the PI Planning cycle

• Define and embed the Business Owner role within Eeze's scaled Agile model, ensuring Business Owners actively participate in PI Planning (setting context, reviewing draft plans, assigning business value to PI objectives, and participating in confidence voting)

• Coach Business Owners on their ongoing responsibilities: attending System Demos, providing feedback on Inspect & Adapt sessions, and making portfolio-level trade-off decisions

• Establish a regular cadence for Business Owner engagement, not just at PI boundaries but through fortnightly initiative reviews and monthly portfolio syncs

• Help Business Owners shift from approving deliverables to steering outcomes, using Lean Portfolio Management principles

• Create a lightweight Business Owner onboarding guide so new sponsors can quickly understand their role in the Agile delivery model

• Stand up and coach Scrum of Scrums (2–3x/week, 15–30 min) — ensuring it remains a coordination forum, not a status meeting

• Build the discipline of surfacing dependencies during discovery and refinement (not at the point of being blocked)

• Establish cross-team dependency tracking in JIRA with linked issues and a shared dependency log

• Introduce and facilitate Inspect & Adapt workshops at the end of each PI to drive systemic improvement

• 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

• 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

• 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

• 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

• 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

• 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