Cases · fintech and logistics
Three more cases, in brief.
Culture and LeSS at a Berlin fintech growing through acquisitions, team coaching at a mobile bank, and an IT department turned into a product team.
Business agility · Finleap Connect (now Qwist) · 2018–2019
Culture and LeSS in a Berlin fintech.
A new C-level team needed a company culture, more mature teams, room to build a new core product and a reliable existing one, all while the open-banking company grew through acquisitions.
What I did
- Designed and facilitated sessions for bottom-up company values
- Kicked off and supported a company-culture community of practice
- Regular leadership coaching
- Scrum, LeSS and Kanban education
- Kicked off and supported Large-Scale Scrum (LeSS)
Client SLAs on the existing product held at 90% or better. The new product reached product-market fit after a pivot.
Two acquisition experiments
- ✓A temporary parallel organisationBoth companies kept working their own way, then merged step by step: products, processes, and engineering culture last.
- ✕Keeping acquired teams as they wereTheir component teams had shaped the architecture around their silos. We restructured them instead, and results came after an adjustment period.
Where the teams worked
Employee NPS
- −60 → +40
- eNPS in half a year, with lower churn
- 1 → 5
- teams on one product backlog
- 3
- startups acquired in 14 months
Team coaching · N26 · 2018
Three teams, one clearer way of working.
Europe's fastest-growing mobile bank needed its agile teams to define how they work, Product Owners to be supported, and teams to get closer to their users.
What I did
- Introduced three teams to ways of working that fit them: Scrum and Kanban
- Supported Product Owners in their work with the teams
- Agile onboarding for new hires, beyond R&D
- Post-mortems with the business on two incidents with significant impact
After Sprint Reviews with users and a new backlog structure
- 5
- Sprints until velocity, throughput and Sprint Goals stabilised
- ≈ +25%
- customer satisfaction
- +24%
- releases per month
Product development · Tecar · logistics, Krasnodar
From IT department to product team.
A logistics company wanted its IT department to become a cross-functional product team, carry less support load, and adopt modern engineering practices.
What I did
- Internal education on Scrum and product management
- Helped the CEO, as Product Owner, define vision, mission and roadmap, and turn them into a backlog with user story mapping
- Introduced code review, pair programming and test automation
- Set up ITIL-based internal support run with Kanban
Support and maintenance burden
- ≈ −60%
- support and maintenance burden in two months
- ≈ +15%
- test coverage in the first month
- Flat
- tech debt, despite more releases
Where does work wait in your organisation?
Book a short call, or start by email if you'd rather write first. Tell me what you're seeing, and I'll tell you whether I'm the right person to help.