Garfield Ying

As a trainer and pitch advisor, I:
• Co-conducted six online innovation workshops, each lasting two hours, to support 10 teams in creating business cases to improve company operations.
• Provided coaching to five teams on effective pitching techniques, guiding them on what and how to pitch their cases to senior management.
• The program received an overall satisfaction rating of 8.83/10, with 100% of participants keen to do the program again.

As an Agile coach, I:
• Conducted approximately 15 interview sessions with senior management, project managers, and business representatives to gain insights into the current Agile adoption in project management.
• Facilitated a team formation workshop for project team members to help them understand the dependencies and improve relationships.
• Built and coached four Scrum teams to work on requirements and deliver within the fixed timeline.
• Co-worked with two business, two IT, and three vendor project managers to keep the project moving forward in terms of budget, time, scope, and quality.
• Reported to the steering committee on the success and impediments in Agile adoption.
• Facilitated all Scrum events to improve trust and collaboration among team members and key stakeholders.
• Conducted a Scrum master lift-up training to help lead the team in Agile.

As an Agile coach, I was crucial in facilitating numerous review and retrospective sessions for both the business and leadership teams. Here are the outcomes of these sessions:

Quarterly review and retrospective sessions for seven business teams:
• The need for team building was raised as the relationships between the team members were identified as not being well developed.
• Collaboration and support from the leadership team were found to lack a clear definition.
• Knowledge sharing was recognized as an area that needed improvement to enhance mutual support.

Quarterly review and retrospective sessions for the leadership team:
• The team decided to stop working on individual pillars.
• Impediments were raised, and strategies for removing them were defined.
• Supporting the transition period was a focal point.

Review and retrospective sessions with the leadership team and all seven business teams:
• Identified top-prioritized items to support all seven teams at the organizational level.
• The core need identified by the seven team members was appropriate rewards and appreciation.
• The leadership team members recognized that they must communicate and support the teams more closely.

As an Agile coach, I successfully facilitated the following activities:
• Conducted design thinking processes to identify improvement areas, including a) fund comparison, b) simplifying the 3-step investment transaction process, c) identifying trending fund categories, and d) addressing just-in-time login interruption.
• Facilitated a planning session to coach the team on scope prioritization, defining project timelines, and creating expected outcomes in KPI format.
• Six months after release, the number of subscription counts increased by 96% YoY, and the fund’s transaction value increased by 1,235% YoY.

As an Agile coach, I successfully performed the following tasks:
• Facilitated design thinking processes to uncover the needs of non-directly contacted customers.
• Performed a value-stream mapping to identify areas for improvement in the business lending process.
• Conducted a project retrospective with the IT project team and evaluated the form of collaboration.
• After release, the best record of the business lending process was one week, with no instances exceeding two weeks.

As an Agile coach, I:
• Facilitated design thinking processes to identify strategies to attract GBA customers to use the inMotion app during the onset of the COVID-19 pandemic, especially when the border was closed.
• Led a planning session to coach the team on scope prioritization, defining the project timeline, and establishing expected outcomes in KPI format.
• After release, the number of active users increased by 193% YoY.