Agile Coach Senior

Kenneth Brooks: (RTE, CSM, CSPO, CST, SAFe SPC *.* & 5, PM/PO)

******@*******.***; 732-***-****

Senior Agile Coach Servant Leader Lean-Agility Advocate

As a Senior Agile Coach and servant leader dedicated to lean agility, I focus on guiding organizations through comprehensive enterprise-wide Agile transformations. My goal is to enhance organizational knowledge and empower leaders and teams to adopt and sustain Agile practices that yield meaningful results. I have extensive expertise in various Agile frameworks, including Scrum, Kanban, and the Scaled Agile Framework (SAFe), as well as a strong background in software engineering practices such as Extreme Programming (XP), Behavior-Driven Development (BDD), Test-Driven Development (TDD), DevOps, and automated testing. By emphasizing long-term capability development, I create and lead training programs that nurture Agile mindsets and embed Lean-Agile principles into daily work. My approach emphasizes collaboration, continuous improvement, and servant leadership, fostering adaptable, resilient, and high-performing teams.

Technical Skills:

Jira, Rally, Clarity, MS Project, Excel, Confluence, SAFe, Program Consultant SPC 4&5, ITIL (IT infrastructure library) V3 certified, Pivotal Tracker, Version-One, Trello,

Certification:

(CSP) Certified Scrum Professional, PMP-PMI Certified Professional, (CSM) Certified Scrum Master, (CST) Certified Scrum Trainers, SAFe Program Consultant (SPC), Certified Scrum Product Owner, Certified Software Testing Engineer (CSTE), Microsoft Certified Professional

Methodologies:

Scrum, Kanban, XP, TDD, PMBOK, Green & Black Belt, OKR-Objectives & Key Results, Dev-Ops, KPIs

San Francisco State University BSEE Electrical Engineering, Park University MBA Business Administration

https://www.linkedin.com/in/kenneth-brooks-0478018a/ www.brooksbasketballcamp.com

Fiserv: Senior Principal Transformation Agile Team Coach. Berkeley Heights, NJ. 9/4/2-23 Present

As a Senior Agile Coach at a leading financial institute renowned for its top-tier Agile methods, I manage a team of 35, including four direct reports. My primary focus is on product development and DevSecOps to enhance efficiency and drive success. I work to bring together innovative professionals eager to tackle challenges with advanced technology. I am dedicated to cultivating an Agile culture through effective coaching and mentorship. Additionally, I am implementing a comprehensive risk management framework (SAFe) to reduce project risks by 95%, thereby ensuring more predictable and stable results.

Manage the Agile transformation across various teams at both the team and program levels to ensure effective implementation of key strategic system development initiatives.

Organize workshops for teams to promote understanding of Agile and Lean principles, including Scrum and Kanban methodologies, and clarify individual and team roles and responsibilities.

I successfully led several Scrum teams at Fiserv during a major organizational restructuring. I made sure that 120 active projects aligned with new strategic goals while maintaining the quality of deliverables.

Supported teams in planning and executing sprints while providing ongoing Agile coaching to newly formed Agile teams across different iterations.

Participated in facilitating and executing PI Planning sessions while managing multiple Agile Release Trains (ARTs).

Provide practical, hands-on mentoring for Scrum Masters, Product Owners, and both novice and experienced Agile team members.

Systematically track and monitor Agile project metrics, especially Objectives and Key Results (OKRs), to identify and effectively address potential problem areas.

The Private Sector Group, LLC. / US Deloitte Senior Agile Coach US Environmental program Employee 3/05/22/-- 4/22/23

As the Senior Leader for Enterprise Agile Transformation and Practice, I was responsible for launching a new Agile Center of Excellence (CoE). This pivotal federal initiative aims to safeguard drinking water and ensure adherence to environmental regulations. In the United States, the Safe Drinking Water Act (SDWA) is administered by the U.S. Environmental Protection Agency (EPA). The Act seeks to maintain the quality of drinking water nationwide, encompassing all sources intended for consumption, whether from surface or groundwater sources. My role includes leading the new Agile Center of Excellence (CoE). Agile transformation initiatives, coaching cross-functional teams, overseeing program delivery, and promoting a culture of continuous improvement.

Develop and implement an enterprise Agile transformation strategy.

Establish and develop new Agile Center of Excellence (CoE) standards, tools, and best practices.

Align Agile transformation with federal mission goals and compliance standards.

Perform assessments of Agile maturity and create strategic roadmaps.

Support agile teams, product owners, RTEs, scrum masters, and leaders in applying SAFe best practices. Possess effective communication, facilitation, and leadership skills.

Provide SAFe training sessions and Agile workshops (such as Leading SAFe, SAFe for Teams, and LPM).

Coordinate vital ceremonies, including PI Planning and ART Syncs, and Inspect & Adapt.

Encourage Lean-Agile principles across the organization.

Oversee Agile program delivery across multiple workstreams while ensuring compliance and client satisfaction.

Manage the scope, timeline, risks, deliverables, and performance of the team.

Deliver updates and reports at an executive level.

Act as a bridge between federal stakeholders and delivery teams.

Possessing the ability to secure and maintain a Public Trust clearance.

Coach teams, Scrum Masters, Product Owners, and leadership on Agile principles, frameworks (such as Scrum, Kanban, SAFe), and best practices.

Facilitate agile workshops and training sessions to build agile capabilities across the organization.

Assess current agile maturity levels and develop tailored coaching plans to improve team performance and delivery.

Support the implementation of scaled agile frameworks (e.g., SAFe, LeSS, Spotify model) where applicable.

Act as a change agent to foster a culture of continuous improvement, collaboration, and innovation.

The Private Sector Group, LLC. / US Deloitte Agile Operations Lead (Employee) 11/2021- 3/05/22 Veterans Affairs

As the Agile Operations Lead for the Financial Management Business Transformation (FNBT) initiative, I am at the forefront of one of the largest enterprise Agile transformations within the U.S. Department of Veterans Affairs (VA). In my role as Senior Agile Leader of Digital Technology, I spearhead strategic transformation efforts, driving innovation, collaboration, and agility through the development of a modern Project Management Office (PMO) and the implementation of Lean-Agile practices across the organization. With deep expertise in Agile adoption and implementation, program governance, and PMO process development, I guide 8 to 10 cross-functional teams transitioning from traditional Waterfall approaches to Agile methodologies. My leadership ensures alignment between operational execution and strategic goals, with a focus on continuous improvement, delivering measurable value, and driving sustainable change. I bring a unique blend of technical knowledge, servant leadership, and strategic insight, making me a trusted advisor and transformation partner at all levels of the organization.

Highlight the crucial skills and behavior of a valued business partner in interactions with VA colleagues, vendors, and business stakeholders.

Connect with and persuade senior stakeholders, implement project management principles, and uphold compliance with best practices.

Ensure the program provides various options and implements changes that fulfill its objectives. After defining the goals and recognizing the business benefits, the program will undergo formal evaluations to assess its effectiveness.

Ensure that our commitments, speed, and quality meet organizational standards to build trust and enhance team cohesion.

Assist Agile coaches in improving their communication and process strategies to support teams more effectively.

Formulate a comprehensive business roadmap that delineates the concept for implementing the Department of Veterans Affairs (VA).

Promote standardized Agile methodologies and strategies to improve the delivery of business value and responsiveness to organizational requirements and market opportunities.

Senior Agile Enterprise Coach at Prudential Consulting Assignment 5-11-2020 – 11/5-2021

As a Senior Agility Coach, I lead, mentor, and build Agile teams that embrace and exemplify the Agile mindset, standards, and practices for delivering functional software. I utilize and integrate industry-standard scaling methods to effectively address specific business challenges, reinforcing the principles of scaled Agile values. This involves overseeing IT projects that implement Agile best practices through the SAFe framework across the organization. My responsibilities include standardization, reducing redundancy, ensuring coordination among business stakeholders, and providing guidance to IT leadership for smooth integration. I supervise a team of sixteen coaches, with three direct reports, as we strive toward driving transformation.

Apply appropriate risk management and control measures during every stage of Agile projects.

Take responsibility for improving Agile delivery methods by understanding the trade-offs between short-term and long-term benefits, and work towards developing a cohesive vision.

Support and promote metrics that enhance the ongoing improvement of the Agile delivery process, while suggesting solutions suited to particular situations.

Keep informed about Agile industry trends and best practices to improve your strategy.

Identify and support Agile champions within the organization to act as informal mentors, promoting the growth of the organization's maturity and agility.

Deliver agile coaching to teams and programs by leveraging Scrum, Lean, Kanban, SAFe, and DevOps principles while providing practical support for transitioning from waterfall methodologies.

Sr. Operating Officer New York Consulting Assignment 6-28-18 - 5-4-2020

New York City Office of Technology and Innovation (OTI)

In my capacity as the Senior Operating Officer at the Office of Technology and Innovation (DoITT), I am responsible for overseeing the technological framework of New York City. This involves collaboration with over 100 agencies to provide support to New Yorkers. My role encompasses the development of IT strategies, the implementation of security policies, the procurement of essential services, and the management of NYC.gov, as well as Geographic Information Systems (GIS). Furthermore, I oversee the City’s data center, Citywide Radio Network, NYPD wired network, Service Desk, and telecommunications systems. In addition to these responsibilities, I manage contracts for the installation of fiber and telecommunications equipment while fostering public-private partnerships to enhance IT services.

Plans and directs all aspects of an organization's operational policies, objectives, and initiatives. Develops strategies to achieve both short- and long-term IT and operational goals. Oversees the organization's DevOps development to ensure future growth.

Accountable for providing all crucial IT operational and professional services outlined in the DoITT IT service catalog. By

Oversee all operational IT services, including but not limited to data center hosting services (on-premises and cloud), networks and connectivity, hardware and infrastructure, application management, messaging and collaboration, voice communication, accounts and access management, and information security.

Managing multi-million-dollar budgets while optimizing existing resources in budget planning, financial management, and workforce management.

Federal Reserve New York and Washington DC Consulting Assignment 6/1/ 2017—6/30/2018

Agile Team Coach - Management Consultant Principal

A seasonal Senior Agile Transformation Coach oversees operations at the Federal Reserve in New York and Washington, DC. This individual collaborates with Agile Centers of Excellence (Agile CoE) coaches to deliver hands-on services aimed at continuous improvement for key stakeholders. The role focuses on empowering teams, nurturing a collaborative culture, meeting teams and the organization at their current stage, guiding them through their maturity, and emphasizing enhancements at the team level. The objective is to foster greater transparency in delivery progress and develop a culture of ongoing improvement. Effective change is driven by identifying and eliminating waste, enhancing quality, and increasing the flow and value that teams provide. The coach works alongside new DevOps teams and stakeholders at various levels within the Federal Reserve to inspire change, secure buy-in, and communicate the benefits of agility.

Lead Scrum teams and oversee delivery.

Promote Scrum and Agile principles among Scrum teams and stakeholders while facilitating process improvements.

Assist Product Owners, team members, and business leaders with Agile methodology.

Share insights and encourage best practices in Agile development.

Capture and report team performance metrics.

Work together to gather and document functional software requirements with business stakeholders, developers, and testers.

U.S. Census Bureau & IRS Washington, DC Consulting Assignment 8/5/16 - 5/30/17

Principal Agile Enterprise /Team Coach

The Senior Agile Coach played a key role in the U.S. Census Bureau's Digital Transformation initiatives, guiding the adoption of agile practices and facilitating collaboration among various teams to embrace innovative working approaches. They implemented agile engineering and management principles at both the organizational and program levels, supporting the Corporate Digital Transformation Office (DTO) and the Digital Transformation team. They were tasked with developing, maintaining, and continually enhancing agile methodologies, policies, procedures, and standards. Their efforts included crafting training materials and leading sessions on agile methods, while providing direct support to teams as they created and deployed solutions. They maintained digital capabilities within the U.S. Census Bureau systems. They established the Lean-Agile Center of Excellence (LACE) to outline objectives, strategies, and governance for a modernized working environment. They assisted members of the Agile Community of Practice by providing feedback on plans and offering coaching updates as needed. Furthermore, they spearheaded the creation of best practices in agile engineering and management, alongside metrics, governance, and organizational change management initiatives.

Oversee the coaching and strategic planning of multiple high-performing Agile development teams and their associated journeys. Educate, lead, and mentor cross-functional business groups to cultivate, sustain, and enhance Agile values, Scrum concepts, and practices by delivering the requisite tools and guidance for the successful implementation of high-impact programs throughout the enterprise.

Implementing consistent Agile practices and strategies is essential for enhancing the delivery of business value and improving responsiveness to organizational and market opportunities.

Cultivate trust by supervising the welfare of the entire team and guaranteeing that our commitments, pace, and quality adhere to organizational standards.

Robert Wood Johnson & Barnabas Health, NJ. Consulting Assignment 5/2015 - 8/2016

Sr. Administrator Project Manager

Responsible for the accuracy and timeliness of consolidated financial statements and analyses. Supports all aspects of the institution's and department's missions by providing administrative leadership to develop efficient and effective financial processes, procedures, and policies. Collaborates with departmental divisions to enhance financial effectiveness in achieving targets. Performs complex cost and financial analyses on reports and data, preparing narrative assessments for management. Utilizes knowledge of the institution's financial accounting systems. Supervises a team involved in financial management and analysis, both directly and indirectly; may also oversee financial staff assigned to departmental divisions and reports to the Director of Finance.

Provide strategic and operational leadership for the continued growth and development of sub-specialty multidisciplinary programs in response to customer (patient, payer, and physician) needs. Significant areas of responsibility include strategic planning, relations between academic departments and the hospital or health system, medical staff relations, space and technology planning, and ensuring customer satisfaction.

Collaborate with the leadership team, chairs/departments, program directors, service-line medical directors, aligned physicians, nursing leaders, and medical groups to drive quality and service-line initiatives across both acute and ambulatory settings within the system, adhering to lean principles.

I collaborated with physicians and staff members to plan, negotiate, and procure new capital equipment while also managing relationships with vendors and suppliers of existing products and equipment to secure favorable pricing.

Montefiore Medical Centre PMO Director (Employee) 9/2009 - 5/2015

PMO Director for Enterprise Technology Center, leading the strategic design and development of new integrated systems across 450 departments for improvement. With regulatory and compliance constraints, the medical center’s business needs must be met while ensuring integration with global platforms and working closely with business teams to drive technology strategy across all aspects of the hospital. The goal was to enhance overall project management efforts by fostering collaboration and innovation and introducing techniques that promote adaptability and flexibility in unpredictable circumstances. Responsible for transitioning the project management of all cross-functional IT initiatives to lean-agile methodologies (approx. 2500 people, $10M annual operating expense, $5M including all 3 Health Science schools). This includes the overall implementation and performance of MMCETC’s IT Agile transformation vision and strategic plan.

Leads IT thought leadership, strategy, objectives, priorities, and technology decisions for the aligned business organization.

Proactively partners with the CIO and the business to provide consulting, solutions, options, technology, standards, strategies, and governance recommendations.

Builds and leads the technology staff, ensuring appropriate staffing levels, skill sets, and alignment to support business and technology objectives and manage within the budget.

State of New Jersey Sr. State Deputy PMO / Agile Coach Consulting Assignment 4/ 2007 – 9/ 2009 Senior Deputy Agile Transformer for the State of New Jersey project called NJ KIDS. Develop and direct multi-year plans for portfolio execution, considering key dependencies for the state of New Jersey. Set PMO standards, policies, processes, and procedures. Working with a compliance office that interfaces with state and federal agencies to support large-scale network migration with the court systems. Prosecutors, law enforcement, DYFS, and Social Services, and foster relationships with over 100 key stakeholders, executives, and consultants to ensure appropriate participation throughout the engagement. I set a standard of expectations for all managers’ peer-level client relationships (including expectations, communications, negotiations, escalation, risk factors, and feedback) with all team members. With a hands-on approach, the Scrum framework was implemented while embedded within teams and provided all necessary coaching support to drive team maturity.

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Cendant Mortgage Director of Services NJ. *Employee 3/2004 - 1/2007

Credit Suisse, NYC. Sr. Vice President of Information Technology; *Employee 9/1998 to 2/2004

Sr. Project Leader/ Senior QA Bear Stearns, Consulting Assignment New York, NY, 1996 - 98

Senior UNIX Systems Administrator, Bell Core, Consulting Assignment, Piscataway, NJ. 1992 -96

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