David Lhotte

Context : Leading the Agile adoption within xxx, the Data Transformation Program of xxx Group, a multinational industrial services company. Objective: enable cross-functional collaboration between Data, BI, and IT teams, and improve delivery predictability through a SAFe-inspired framework. Focus on connecting business users with development teams and making data value visible at scale.

Activities :

• As a Coach

• Trained POs, BAs, and Managers in agile methods, Scrum, and SAFe principles.

• Coached teams to build and prioritize backlogs using Jira and Confluence.

• Facilitated collaboration between Business, Data, and IT.

• Introduced agile metrics and visual management to track progress and flow.

• Structured working agreements and job desks for key roles.

• Supported Business engagement through factory visits, NPS setup, and User Days.

As an RTE

• Facilitated PI Planning, System Demos, and Inspect & Adapt workshops.

• Coordinated quarterly alignment between squads and stakeholders.

• Define and track metrics and KPIs for Train outcomes and flow

• Supported Scrum Masters and POs in facilitation and dependency management.

• Introduced cross-team metrics to improve predictability and delivery visibility.

• Stimulated continuous improvement at program level.

Results : In a traditional and top-down organization, the Light program established a sustainable Agile cadence across Data teams. Improved visibility on commitments, stronger collaboration between Business and IT, and measurable gains in delivery flow. Overall, the transformation increased trust, communication, and data value delivery across the Group.

Context : Implementing a SAFe train between distributed teams in Amsterdam, Paris and Toulouse for an

European Airline Group. Making sustainability efforts visible and delivering insights to support strategic

ESG decisions for the Board of Directors.

Activities :

• As a Coach

• Trained managers and teams in agile approaches, Scrum, and SAFe

• PM and PO training sessions

• Support the PM team to build Roadmap, Program and team backlogs with Jira

• Coach Business Owners and key stakeholders

As an RTE

• Scrum Master coaching and facilitation

• Facilitate SAFe ceremonies

• Define and track metrics and KPIs for Train outcomes and flow

• Stimulate continuous improvement at the program level through retrospectives, workshops

(Inspect&Adapt) and constant demonstration of the Kaizen spirit

• Identify bottlenecks and provide information on their resolution

• Ensure alignment, create a collective dependency management plan (PI planning)

Results : Beside a strong minded waterfall organization and a strong top down culture. e were able to make progress by providing a framework with visibility on commitments and deliverables for teams members and stakeholders. Using visual management to communicate plan. Increasing communication between teams and getting direct input and feedback from our Business Owners. Overall increasing the value delivered by the train and satisfaction from Business Owners

Context : Space market is evolving fast with numerous new actors, ADS is in a difficult situation, surviving as a geopolitically strategic company for european union countries and financially helped by Airbus commercial. Part of a team of 9 internal international agile coachs transverse to all the organization,

providing support to all 40 000 employees over 4 countries. I was coaching 4 different projects with several kind of activities.

Activities :

• Individual interviews and alignment of the directors of departments

• Establish coaching mandates

• Training, supporting, and coaching business owners and key stakeholders

• Train managers and teams : agile approach, Scrum, SAFe, Kanban, Scrumban

• PM/PO and Scrum Master trainings

• Leading SAFe and RTE trainings

• Support the PM team to build Roadmap, Program and team backlogs

• Set up a PM team

• Set up a Business owners team

• Facilitating between PM team and Business Owners

• Individual interviews of team member and professional coaching

• Workshop to integrate testing validation teams into functional teams

• Coaching set up of functional teams

• Being part of the co-dev with other lean-agile coachs

Results : Major improvement for one project regarding communication between Business Owners and PM team, with clear visibility on roadmap and PI Objectives commitments. For another project interesting but not measurable intent to develop a new equipment with a lean-agile organization, but still disconnected between the intents of the top management and means of the middle management : ”The problem is not with our organizations realizing that they need to transform; the problem is that organizations are using managerial frameworks and infrastructure models from past revolutions to manage their businesses in this one” - Mik Kersten. Can’t find better quote to explain the result of thismission, the “sense of urgency” is not shared - yet.