Ṣẹ̀yẹ Kuyinu

Situation

Landstar needed Agile support at both the team and program level during a period of internal product reorganization. Teams were running Scrum but without meaningful coaching or coherence across delivery streams.

Approach

Embedded as a hybrid coach and Scrum Master — running ceremonies for active teams while simultaneously coaching the Project Management Office on Agile principles and helping the organization think more deliberately about its delivery structure.

Impact

Short engagement, but surfaced the challenges of working with subcontractors within an Agile team — an insight that informed how the PMO restructured its vendor relationships.

Situation

Beeline had Scrum adoption at the team level but lacked coherence and maturity at the program level. They needed to scale Agile practices beyond individual teams toward a Tribe/ART model.

Approach

Operated at the program and tribal level — coaching Scrum Masters, Product Owners, and developers, facilitating PI Planning, building structures for transparency, identifying systemic impediments, and driving maturity assessments. Reshaping how the organization understood Agile as a mindset rather than a checklist.

Impact

Three Tribes moved from an average Agile maturity score of 2.1 to 3.6 on a 5-point scale. Impediment resolution time dropped by roughly 40%. PI Planning confidence scores improved from 61% to 84% over four PI cycles.

Situation

Entry point at Beeline — started at the team level to understand the organization's dynamics before moving to a broader coaching role.

Approach

Facilitated all Scrum ceremonies, coached teams toward self-organization, removed impediments, and worked closely with Product Owners on backlog health and sprint readiness. Introduced prioritization methods that moved teams from guesses to educated, scientific approaches.

Impact

Rapid demonstration of value led to promotion to organizational Agile Coach within two months. Learned that working closer with the business was where the actual value lives.

Situation

JEA was a utility company with teams deeply embedded in waterfall. There was a need for real transformation — not just Agile vocabulary layered on top of existing habits.

Approach

Led the full transition from waterfall to Agile — tracking and communicating velocity, facilitating ceremonies, coaching team members on Agile principles, and running bi-weekly Scrum Master training sessions to build internal capability.

Impact

Created a unifying backlog across the entire technology division, bringing visibility to previously siloed work. Established an Agile Center of Excellence for standards and coaching. Identified and surfaced a $2 million budget risk on a project trending over scope — a flag the organization acted on before it became unrecoverable.

Situation

A health-tech startup that needed Scrum rigor and team discipline. Fast-moving environment with the typical startup tension between speed and process.

Approach

Full Scrum facilitation — waterfall-to-Agile transition, metrics reporting, Product Owner support, and weekly Scrum Master training. Tightened definition of ready and improved story decomposition.

Impact

Reduced average sprint carryover from 35% to under 12% within three sprints. Introduced a lightweight metrics dashboard giving the PO real visibility into delivery risk — directly influencing how roadmap commitments were made to stakeholders.

Situation

Large financial enterprise with complex stakeholder dynamics and offshore/onshore team coordination challenges. Enterprise Agile at scale, with all the political navigation that implies.

Approach

Served as bridge between Product Management and Development. Ran ceremonies, managed backlog, handled burn-down and velocity reporting, facilitated weekly SM training, and navigated resource negotiation with program management.

Impact

Managed delivery across three simultaneous programs totaling over $4 million in investment, consistently hitting sprint commitments above 85%. Introduced a visual dependency map shared across Scrum Masters — a practice later adopted organization-wide.

Situation

A pan-African media startup scaling rapidly across multiple countries. Needed both technical leadership and Agile adoption across distributed, cross-cultural teams.

Approach

As CTO, created technology product lines, supervised development of Pulse.ng, and managed cross-continent IT infrastructure. As Agilist, introduced Agile to the company from scratch — designed training resources, ran ceremonies, managed offshore teams, and introduced SAFe concepts.

Impact

Pulse.ng grew to 10 million visits per month. Building something from zero with limited resources across multiple cultures is the most real-world Agile education you can get.

Situation

Co-founded with five creative professionals to build an innovative ad agency making massive scale advertising affordable for small businesses.

Approach

Broad mandate — creative direction, technical development, client contact, proposals, mentoring junior staff, managing projects end-to-end.

Impact

Won the Lürzer's Archive Print Ad Of The Week. Learned that scaling a business trying to make advertising affordable for small businesses requires even more creativity than the ads themselves.

Situation

A Lagos-based web agency needing technical and creative leadership to deliver quality work across multiple client engagements.

Approach

Creative direction, technical development, client contact, proposals, mentoring junior staff, and managing web projects end-to-end.

Impact

Won the Philip Consulting Web Jurist Award in 2011. Learned the importance of honesty and transparency — without it, an environment of distrust festers.

Situation

Founded during the booming .com era to fill the need for great UI/UX in the African market.

Approach

Creative direction, technical development, business development, client engagement, hiring teams, and managing web projects end-to-end.

Impact

Built and maintained digital presences for 5 of Africa's top banks including Guaranty Trust Bank, Diamond Bank, and FCMB. Learned the need for bigger structures and a better understanding of business development and entrepreneurship.