Omar Sultan

I managed over 30 technical and business team members worldwide in rapidly creating the MVP working version of a digital business bank, delivering within 10 months. We did this using a distributed implementation of Agile methods, which I defined and coached.

The usual procurement processes, such as creating an RFP and SoW, were still used. I was involved in defining how to work here and selecting the appropriate vendors to partner with.

Once the project was underway, I ensured effective collaboration and delivery. I traveled between our office and vendor sites in the UK to make this happen. We used the Atlassian suite with relevant metrics to monitor and track the initiative's health, allowing us to pivot when needed.

I led the collation of all project data for over 30 teams. I prepared it alongside IT support to move all of them into the Atlassian suite, specifically Jira and Confluence, without needing manual intervention.

The aim was to minimize disruption to all teams but still complete it promptly to keep up with the pace of the Agile transformation within the company.

In my role as agile coach, I used my Atlassian knowledge and expertise to take the lead in this effort. Upon completing the migration, I ensured 100% correctness and satisfaction before rolling out my training program for the Atlassian suite throughout the IT organization.

I worked with leaders, agile coaches, and teams to define an entirely scaled way of working for the organization, loosely based on SAFe. This involved a lot of ideation, training, and software configuration.

I led a group of agile coaches in defining training material and rolling out phases of workshops and team-level guidance to embed people into the ecosystem. This marked the beginning of delivering in a coordinated and scaled fashion within the company.