My Story

I lead technology delivery for complex organisations, turning ambitious plans into outcomes that last. More than two decades across programmes, portfolios and teams, and now writing about what actually works.

I began my career as a software quality professional, and these were the years where I learned and sharpened my craft. I built automation solutions for banking and telecom products, and I learned how software really behaves once it leaves the developer’s desk. It taught me what delivery looks like from the inside, and how often the real problem isn’t technical.

I then moved into leading test and quality assurance and built a team of engineers from scratch. We took a lightweight PDF reader from concept to cash. Leading quality taught me that you can’t inspect value into a product at the end. You build it in from the start.

In 2012 I moved to London and joined a highly effective Scrum team as a test engineer and lead, working on automation for a loyalty business. Working inside a team that lived the values taught me more about Agile than any course.

From 2015 to 2017 I led and managed test and quality functions at Aon, learning to run a body of work and the people behind it. In 2017 I moved to Infosys as a Senior Project Manager, leading a team of around 30 on a major Australian telecom programme.

Since 2018 I’ve worked in Denmark. At Maersk I coached product teams to create value, helped with operational and fiscal planning at portfolio level, and led teams towards delivery excellence.

Today I work at Bunker Holding as a Scrum Master and Program Manager, in a role that spans the product delivery organisation. I manage multiple Scrum teams, own project and programme delivery, build the standards for programme-level reporting, and serve different parts of the wider IT organisation.

I work from a simple belief: delivery is a human system before it is a technical one. Four principles follow from it.

Start with the outcome, not the process. Scrum, Kanban and SAFe are tools I know well and use lightly. I begin with the result we need, then use the lightest structure that gets us there.

Build quality in, early. A career that began in quality taught me that problems are cheapest to fix where they start. I design feedback into how teams work, so surprises arrive early, while they’re still small.

Make the work visible. Honest, clear reporting at team and programme level lets leaders decide with confidence and lets teams get on with the work, without constant status chasing.

Lead by serving. I coach, facilitate and teach as much as I manage. My job is to clear the path, and to help people grow past needing me.

Together, these turn complexity into something a team can steer. That’s the part I care about most.

What keeps me curious is the moment complexity becomes clear enough to act on: when a tangled programme, a web of dependencies and several teams become something people can steer with confidence, and when people do their best work once they can. I find that most often where delivery is hard and people are willing to look honestly at how work really flows.

I write about what I learn along the way in Agile in the Wild, from delivery and leadership to quality and the occasional detour into other subjects. If you’d like to compare notes, I’d love to hear from you on LinkedIn or at syadav@allthingsagile.net.