Senior Scrum Master at Best Buy Canada (2023-05 – Present)
- Work closely with multiple Scrumban teams to keep delivery on track while reinforcing consistent Agile practices across sprint planning, execution, and delivery
- Facilitate Scrum ceremonies with a focus on driving clear outcomes, while ensuring teams are following agreed Agile processes and working agreements
- Strengthen backlog refinement by working with Product Owners to ensure stories are well-defined, prioritized, and ready for sprint entry
- Monitor sprint execution in real time, helping teams stay aligned to commitments and addressing blockers as they arise
- Improve dependency management by coordinating directly with other teams and establishing clearer communication channels during sprints
- Support release readiness by aligning development, QA, and business teams around timelines, scope, and expectations
- Use flow metrics (cycle time, WIP, aging work, throughput) within team routines to highlight bottlenecks and guide process improvements
- Support mature teams by maintaining delivery discipline while allowing flexibility in how Agile practices are applied
- Used velocity tracking and burndown charts to monitor sprint health and support teams in maintaining commitment reliability
- Supported alignment of sprint delivery with CI/CD processes to ensure smoother integration and deployment cycles
Scrum Master at CGI (Merck / Government of Nova Scotia) (2022-09 – 2023-05)
- Embedded within teams to support consistent sprint execution in complex environments
- Facilitated ceremonies while ensuring discussions led to clear actions and ownership
- Worked closely with Product Owners to keep backlogs prioritized and actionable
- Managed dependencies by directly coordinating with other teams and stakeholders
- Helped teams adjust to changing priorities without losing focus on committed work
- Stepped in to resolve blockers quickly to avoid delivery slowdowns
- Used velocity, burnup, and burndown charts within Azure DevOps to monitor sprint and release progress, improving forecasting accuracy and early risk identification
- Partnered with engineering teams to ensure sprint work aligned with CI/CD pipelines, improving flow from development through deployment and reducing release delays
Scrum Master / Agile Delivery Lead at Fidelity Investments (2021-07 – 2022-09)
- Supported multiple teams in a SAFe environment with a strong focus on execution
- Facilitated PI Planning and ensured teams left with realistic, workable plans
- Stayed engaged throughout sprints to track progress against commitments
- Actively managed risks and dependencies across teams
- Leveraged velocity, burnup charts, and flow metrics to track team and program-level progress, improving predictability and stakeholder confidence
- Aligned team delivery with CI/CD pipelines and release processes to improve deployment consistency and reduce bottlenecks between development and production
- Worked with teams to improve planning accuracy and reduce carryover work
- Provided clear updates to stakeholders on delivery progress and risks
Scrum Master at USAA (2020-04 – 2021-07)
- Played a key role in the onboarding and rollout of Scaled Agile (SAFe) across multiple teams in a highly regulated environment
- Supported the setup and launch of Agile Release Trains (ARTs), including team alignment, role clarity, and planning structures
- Worked closely with Product, Architecture, and leadership to establish PI Planning practices, ensuring teams could plan work realistically across dependencies
- Helped teams transition from team-level delivery to program-level coordination, improving visibility and alignment across 10+ teams
- Used velocity, burnup, and burndown charts during PI Planning and execution to track progress, manage scope changes, and improve predictability across teams
- Supported alignment of Agile Release Train (ART) delivery with CI/CD pipelines, ensuring smoother integration, testing, and release coordination across multiple teams
- Facilitated PI Planning sessions, guiding teams through dependency identification, capacity planning, and commitment setting
- Practiced servant leadership in a transformation environment; removing blockers while helping teams take ownership of new ways of working
- Coached mature teams on adapting to SAFe without losing delivery momentum, focusing on practical application rather than rigid adherence
- Introduced and reinforced use of flow metrics (cycle time, WIP, throughput) to support predictability at both team and program level
- Supported release coordination across ARTs, ensuring alignment between development, QA, and business stakeholders
Agile Coach / Scrum Master at State Auto Insurance (2019-07 – 2020-04)
- Supported the introduction of Agile practices within teams transitioning from traditional delivery models
- Worked with leadership and teams on team formation, helping define roles, responsibilities, and working agreements
- Facilitated early-stage Scrum adoption, including establishing ceremonies, backlog structures, and sprint execution practices
- Provided hands-on mentoring and coaching to team members, Product Owners, and stakeholders on how to work effectively in an Agile environment
- Helped teams move from task-based work to incremental, value-driven delivery
- Introduced basic flow metrics and visual tracking to improve transparency and accountability
- Practiced servant leadership during adoption, balancing guidance with allowing teams to learn and adapt through experience
- Supported teams as they matured, gradually shifting ownership of ceremonies and delivery tracking to the teams themselves
Agile Coach / Scrum Master at Marriott International (2017-05 – 2019-07)
- Worked hands-on with teams to improve coordination and delivery consistency
- Helped teams simplify processes that were slowing down execution
- Supported better alignment between business and technical teams
- Focused on practical improvements that made day-to-day work easier
Scrum Master at Capital One (2013-05 – 2017-04)
- Supported teams in adopting Agile practices as part of a broader shift from traditional delivery approaches
- Helped establish foundational Scrum practices, including sprint planning, backlog refinement, daily standups, and retrospectives
- Worked with Product Owners to build structured backlogs and prioritize work based on business value
- Participated in team formation and early-stage Agile setup, helping teams define how they would work together
- Provided ongoing coaching and support as teams transitioned toward more self organizing ways of working
- Removed blockers while also helping teams understand root causes and prevent repeat issues
- Used retrospectives to build a culture of continuous improvement and accountability
- Over time, supported teams in becoming more consistent and confident in their delivery approach
