Conduo

I work with leaders to create environments that support high performing, collaborative Lean/Agile teams. Through coaching, training and workshops, I work with teams at every level of the organization to focus on their most important goals, identify measurable outcomes and then develop the mindset and practices that lead to continuous improvement and lasting change. I have deep experience in the public sector and a wide range of experience in private sector industries, with expertise in Enterprise Business Agility, Lean/Agile leadership, organizational design and strategy, product management and performance management.

Outcome-Driven Planning gets everyone in your organization on the same page, starting with providing clarity on the problem you are trying to solve and a focus on what is most important. Then, you develop a strategy, agree on what to try first, deliver incrementally and validate whether you are on the right track. This approach energizes and motivates your project teams by providing them the clarity, alignment and focus they need to deliver results.

Outcome-Driven Planning:
* Focuses on outcomes over activities
* Applies Agile, Lean and Design-Thinking, using the Mobius Innovation Framework
* Encourages collaboration
* Incorporates short planning and delivery cycles focused on learning

Business Agility Coach

Agile Transformation Inc.

I'm a certified Enterprise Business Agility Strategist and AgilityHealth Coach and Facilitator, specializing in leadership, enterprise strategy and transformations using the Enterprise Business Agility framework. I provide coaching and training in Agile leadership, effective facilitation, product management, planning and continuous improvement and growth for individuals, teams and organizations. 

Training and Coaching for AgilityHealth: 
* AgilityHealth Facilitator Certification Training
* Coaching leaders and coaches on Continuous Improvement Processes, Measurement and Developing Growth Plans 

Training Courses:
* Advanced Scrum Master 
* Advanced Product Owner
* Agile Overview 
* Servant Leadership  
* Effective Facilitation and Collaboration 
* Developing Measurable Business Outcomes
* Writing Effective Outcomes and Features 
* Leading High-Performing Teams 
* Enterprise Business Agility Strategy

For private sector organizations from small start-ups to Fortune 500 Companies across multiple industries, as well as Government Agencies

Enterprise Agile Coach and Trainer

State of Idaho, Department of Health and Welfare

Lead the business side of software development, quality assurance and production support for the Division of Welfare portfolio, providing leadership to Agile teams using the Scaled Agile Framework to predictably deliver value.

Work with the executive business and IT leadership teams to align product management strategies and Agile team design with organizational goals and priorities. Develop the product vision and roadmap. Facilitate portfolio planning activities. Coach, mentor, and lead the product management team, including product managers, product owners, user experience design and business architects, in applying Lean/Agile product management methodology and practices.

Partner with IT managers to develop the architectural roadmap to support long-term business needs, plan for the architectural runway, strategize on technical options, and ensure that development teams have the tools and standards in place to create effective designs and quality products. Support and design plans toward DevOps culture and practices.

Support end users through leading a production support team responsible for monitoring production system performance, triaging and responding to reported issues, and gathering and reporting metrics.

Deliver quality products on schedule that meet user needs, providing vision, leadership and direction for release management and business testing teams.

Bureau Chief, Agile Program Leader

Created the product vision and roadmap for the project to replace the Department’s legacy benefits case management system. Supervised a team of product owners. Partnered with the operational and policy program managers to ensure system design would meet program requirements and support end users. Played a lead role in rolling out the new system and managing subsequent releases. Designed the workflow and reporting tools and processes.

Outcomes
¥	Transferred and customized a large and complex Welfare Eligibility System from another State, significantly reducing development costs and time lines while delivering a robust and effective application.

¥	Converted active programs and clients from the legacy to replacement system, with benefit program payments and health coverage transitioning and continuing without disruption; this required creative strategies, extensive data analysis and coordination and testing with multiple interfaces and partners.

¥	Established a data warehouse for the new eligibility system, supporting federal, management and field operational reporting requirements; designed a reporting strategy to support workload management and performance reporting with the launch of the new system, allowing for a smooth transition for operational managers.

¥	Implemented workflow and workload management tools in alignment with new processes and organizational structures, so that the system effectively supported the business design.

Product Manager

Legislative Services Office, Idaho

Advised legislators in setting the annual state budget and creating related legislation, providing expertise on the organizational structure, functions, performance, policies, budgets and statutory requirements of assigned state agencies.    
 
Completed analysis of agency expenditure data to determine compliance with legislative intent, use of efficient management practices, and trends across state government. Reviewed agency budget requests, gathered supporting information, and created content for annual legislative budget publications. Presented agency budget requests to the Joint Finance Appropriations Committee.

Budget and Policy Analyst

I'm a Business Agility Coach and co-founder of Conduo. I work with Agile leaders in regulated industries and the public sector who want to be more strategic and outcome-driven. Your teams are busy, but are they working on the right things? Are you making progress toward your most important goals?     

There's nothing I love more than to bring a group together and facilitate a collaborative and visual process, to sort through complexity and find a clear path forward. It comes down to people having good conversations to develop common understanding and trust. Once that is in place, we can develop an effective and repeatable process for Outcome-Driven Planning.  

Here's a little about my background, and what led me to what I do today: 

I got started as a Product Owner in 2007, and I fell in love with the Agile way of working. It just made sense to identify the most important things to work on, get them done quickly and make changes to stay on track with delivering value. It was rewarding to work as a team and see things go from idea to reality. 

I took on increasing levels of responsibility, eventually leading a team of product owners and managing the portfolio. 

Working with Agile coaches (including my current business partner) inspired me to further my knowledge and skills, and in 2016 I started to work as an Agile coach and trainer. This was an exciting leap and sparked a lot of personal and professional growth. 

For several years, I worked with leaders at large organizations to develop a continuous improvement strategy using the AgilityHealth platform. This deepened my understanding of the common patterns and challenges of leading Agile across multiple teams. 

During this time, I also developed and delivered Agile leadership training on Adaptive Leadership, Enterprise Business Agility, Defining Measurable Outcomes, and Effective Facilitation and Collaboration. 

The past several years have been focused on working with my business partner Ryan Fullmer to  take our experiences and focus on where we think we can make the greatest impact. Outcome-Driven Planning is our answer to this. 

We developed Outcome-Driven Planning as a series of workshops that you can learn to run with your teams to get better results from the way you plan and deliver. 

Outcome-Driven Planning incorporates the Mobius Innovative Framework developed by Gabrielle Benefield and includes five steps:

1 - Discover Why
2 - Identify Options 
3 - Decide What to Do
4 - Deliver Incrementally
5 - Continuously Improve

Julie Springer

News Corp Australia

•Delivery & Resource Manager for TDD-Data, overseeing 48 contract resources across AI, Project, and Continuous Improvement streams. Leading end to end commercial negotiations with Tier 1 suppliers, optimising contract terms and costs. Developing Google Looker dashboards that enable Directors to make data-driven decisions on resource hiring and capability. Successful relationship management with Vendors improved resource utilization by 30% and cut vendor costs by 10% through strategic negotiations.

•Planning and creating TDD-Data's FY25 AI, Project, and CI roadmaps, providing executives with visibility into release dates and scrum sprints. The increased visibility improved funding allocation to critical projects, reducing resource and capability blockers by 40%. The roadmaps also enhanced project alignment with News Corp Australia's business goals, leading to a 60% reduction in scope changes.

•Continuous Improvement Lead at TDD-Data, driving the implementation of a new prioritisation and triage process across 5 data teams. Responsible for communications, training, and ingestion of  Product, Client Partnership, and Finance initiatives. This streamlined approach improved work prioritisation and allowed data teams to plan sprints quarterly rather than monthly. Resulting in a 20% increase in sprint efficiency and a 15% improvement in business delivery.

Delivery Manager - Data & AI

Healthdirect Australia

• Implementing and embedding a new prioritisation and triage process within the Analytics and Reporting team. The new prioritisation process allowed for cohesive collaboration with Service Directors from 7 departments. The streamlined process led to a 70% increase in developer efficiency and an 80% reduction in critical ad-hoc reporting.

• Delivery Manager for Analytics and Reporting managing a team of 10 developers and analyst. By removing blockers and negotiating reporting scope there was a 70% increase in project delivery. Completing projects on time reduced the prolonged use of resources saving $200,000.

• Responsible for managing the data requirements relationship between the Analytics team and 7 business departments. Conducting 7 weekly prioritisation/scrum meetings with the departments provided greater visibility of our data pipelines and sprints. The increased visibility allowed the Analytics team to identify project risks early on, reducing bottlenecked data requirements by 80%

Senior Reporting Business Analyst

Westpac

• Achieving successful implementation of CORE monthly activities, such as 'General Manager Workshops,' ensuring full compliance with APRA requirements. Failure to comply across 19 workstreams and 300 deliverables would potentially cost the business $500 Million.

•Partnering with 6 General Managers to analyse and map Westpac’s current and future risk management processes. Identifying 120 process risk gaps within an action plan has increased consolidation and risk management uplift. The closure of these risk gaps increased process efficiency by 70% across 5 cross-functional departments.

•Driving business decisions and change management with complex risk data, gaining consensus between Westpac Group and 6 General Managers. Managing consensus during process mapping and implementation phases led to a 70% reduction in project complexity.

•Implemented a successful change road map for Risk Control Automation within Consumer and Business Banking. Strategic alignment of 6 General Managers through User Acceptance Testing resulted in an 80% decrease in change requests.

Senior Business Analyst

Business Analyst

Accenture Australia

• Led the non functional and functional requirements scoping performed with internal agile teams and Accenture clients. Understanding the as is and to be of 100 clients allowed us to understand the client technology landscape and predict future software enhancements. Alignment of product scope increased risk mitigation by 80% and reduced change requests cost by $300,000 quarterly.  

• Redesigned the change management process of ATR (Automatic Ticket Resolution) by understanding the as is and to be. Development of process flow diagrams in Lucid Charts and reinforcement of new Jira policies had increased Jira data accuracy by 90%. Improved data accuracy allowed delivery teams to refine the product backlog and reallocate 10 FTE’s (Full Time Employee) to critical  DevOps projects.

• Product Owner of the ATR (Automatic Ticket Resolution) certification course which upskilled 10,000 client delivery employees worldwide. The course increased automation sales by $600,000 as more clients now had access to ATR within the Accenture Technology Portfolio.

• Created automated visual dashboards by consolidating FTE data, project complexity, resourcing and finance from 4 different systems. Report automation reduced human error by 90% and reporting timelines from 7 days to 2 days.

Volkswagen Financial Services Australia

•Developed risk triggers and credit risk scorecards enabling effective risk management and strategic provisioning of funds in high-risk scenarios. Updated capacity calculators and triggers increased the speed  of approved, declined, and manual referral applications by 90%.

•Created a process change approach with compliance officers to ensure adoption of new policy standards across the business’ front and back-end (~5000 employees). Alignment of policies and regulations has led to greater prevention of fraud and early detection within systems and front line. 

•Redesigned the risk data universe within SAP BI by understanding the as is and to be, ensuring accurate reporting and alignment with project needs. Strong communication channels between the IT and risk teams have improved data accessibility and reporting efficiency by 80%. Improved risk data accuracy has meant documentation and reports could be used by teams during Audit periods.

Risk Analyst

• Produced KPI reports which enabled regional managers to identify dealerships that required support. Effective intervention strengthened dealership relationships which led to increased sales of contracts.

• Conducted manual and automated testing within the data warehouse, ensuring data quality and proactive anomaly monitoring. Early detection of data anomalies has allowed for root cause analysis and detailed documentation of issue and solution.

• Automated scheduling and creation of new reports using SAP BI (Business Intelligence) has reduced human error by 90% and increased report delivery time from 3hrs to 1hr. Management of SAP BI remained a top priority and was essential to brand and regional managers daily.

Reporting Analyst

Eclipx Group

• Liaised with development managers and dealers to negotiate vehicle fleet prices for our client. Exceptional pricing has allowed the client to reduce overhead cost and reallocate resources appropriately.

• Used Salesforce as a management and communication tool for quotes and tenders meant clients received options within an 8hr period. 

• Constant auditing of dealership quotes against government regulations meant we were not presenting inaccurate pricing to our clients.

Operations Coordinator

Volkswagen Group Australia

• Redesigned business and reporting processes to enable better user useability and scalability. This has reduced insight report times to leadership from 3 days to 1 day. 

• Utilised Salesforce as a reporting tool to consolidate data onto a single dashboard, reducing monthly reporting from 7 days to 2 days.

• Identified and streamlined business processes for robotic process automation, optimising task completion and documentation procedures.

Intern - Business Analyst 

Timezone Australia

• Maintained and repaired 20 arcade game machines by dealing with an issue in smaller components first and using problem solving to resolve the issue. 
 
• Supervised and trained junior staff on how to use existing POS (Point of Sale) system as well as making them familiar with the 12 morning and night Timezone procedures.  
 
• Quickly understanding potential Timezone customers and their needs to provide them with succinct and correct information via face to face, email or phone. 
 
• Dealt with Timezone finances such as banking and making sure there were zero discrepancies between stock and end of day sale report.

Supervisor at Timezone

University of Technology Sydney

• Liaised with students and academics to ensure the typed or written notes recorded were accurate and helpful to the student’s understanding of the subject. Filtering and planning the structure of notes in order to create the best version of notes for the student.

Notetaker

Results driven professional with a track record in managing stakeholders, seeking a new position in product, project or program management. Leveraging a strong analytical mindset, business acumen and technical expertise to drive operational excellence and contribute to strategic initiatives.

KEY ACHIEVEMENTS:

- Senior Business Analyst for CORE(Customer Outcome & Risk Excellence) program at
Westpac Australia, achieving organisational wide operation and risk transformation
impacting 20,000 employees. Successful transformation has led to the release of capital
funds by APRA.

- Senior Business Analyst for CORE program at Westpac Australia, designed and updated the
quarterly division action plan which closed off 120 risk gaps across 5 lines of business.

- Senior Business Analyst for Automation and Cloud platform at Accenture Australia,
successfully building and launching the platform’s first global certification course for 10,000
employees.

taplio

The Battle

Julie Springer

Anthony Kinal

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