Steve is an executive coach and Lean-Agile evangelist with a passion for cultivating transformational leaders and high performing teams. His 27-year career in business includes roles as Vice President in multiple Fortune 500 companies, as well as Chief Technology Officer for an Internet startup. Steve’s journey into agility began in the mid-1990’s as he applied the ideas from the precursors of the Agile Manifesto to major software development initiatives at one of the nation’s largest healthcare companies. In 2003, he began introducing Agile principles and practices to agencies within the U.S. Federal government. Steve launched the first government implementation of the Scaled Agile Framework (SAFe®), which led to the successful turnaround of a large, mission-critical Department of Homeland Security program. Now in his new role as a senior SAFe® consultant for Scaled Agile, Inc., Steve is using his experience as an innovator, strategist, and servant leader to help the largest enterprises around the world implement Agile at scale.
Steve holds SPC4, PMP, PMI-ACP, CSM, and CSP certifications, a Bachelors degree in Education, and Masters degrees in Business Administration and Divinity. He is currently completing his doctorate in Strategy and Innovation, exploring the influence of transformational leadership behaviors on the success rate of organizational change. Steve also enjoyed a 21-year parallel career as a commissioned officer in the reserve component of the US Air Force. He is married with five children and two grandsons. He lives in Southern Maryland, and is an avid runner, cyclist, and backpacker.
Daniel Mezick is an author, enterprise Agile coach, and keynote speaker.
He is the primary author of the Open Space Agility Handbook and the formulator of Open Space Agility, a technique for bringing rapid and lasting culture change to any organization. He pioneered the idea of culture as a game, and the idea that the most effective culture change programs are best structured as inviting, engaging games. His culture tools, culture-change techniques and enterprise consulting practice are all based upon these core ideas.
In his pioneering book, The Culture Game, he describes sixteen specific patterns of group behavior that help make any team smarter. His book provides A-B-C guidance on how to quickly implement these patterns by employing game mechanics. THE CULTURE GAME is based on five years of experience coaching 119 Agile teams across 25 different organizations.
Coaching organizations in culture change since 2007, Daniel’s client list includes Capital One, INTUIT, CIGNA, SIEMENS Healthcare, Pitney Bowes, Harvard University, and many smaller enterprises. Learn more and contact Daniel at www.DanielMezick.com.
Michael, director of epicoaching, is an executive and agile leadership coaching. Michael works with experienced leaders globally looking for long lasting impact and powerful connections with their teams.
To him coaching is about the whole person: your values, goals, work, balance, fulfillment, and life purpose. Michael works with highly motivated individuals to develop their own definition of success. Most clients want to achieve specific goals so they can lead a more fulfilling life. Michael will design a plan that is specific to your needs and aspirations.
Michael values innovation, courage and honesty. His approach is pragmatic, curious and will not hesitate to challenge the ‘status quo’. He values the power of a team and seeks to be part of one with a purpose.
Having played competitive sports for over 20 years he understands sport teams’ dynamics in high pressure environments and the value of leadership to achieve high performance.
Michael has over 15 years of international experience in software development and Agile Coaching. Michael has coached Agile teams globally (Australia, Canada, Singapore, Hong Kong and India) and been at the forefront of Agile transformations in Asia for large international corporations.
His primary goal is to allow teams to build complex products with highest quality possible in an environment that promotes team autonomy, mastery and purpose. I believe that to be successful and produce results a team must first establish trust in order to develop commitment and accountability.
Michael has conducted a very large number of private and public training in the following industries: banking, television, aviation, telecommunication, logistic, human resources and others. I am a Management 3.0 facilitator and Leadership Circle Certified Coach.
Find out more about Michael at www.epicoaching.net
Stuart provides consulting, coaching, training and mentoring services to those who request it. Having worked in the software industry for 24 years, from start-ups to Global 100 companies and across four continents he’s experienced a lot of organisational change.
He’s a Certified Scrum Trainer, Co-Active coach and OpenSpace Agility coach. His main focus is helping clients create fun and energised places to work that lead to an increased sense of purpose and ownership and ultimately, improved outcomes.
Srinivas is a professional with more than 28 years of experience covering the industry and academia. He has started his career in Microprocessor based Control Instrumentation, moved on to become a faculty of Engineering discipline and has moved on to be an IT professional. He has consulted for 14 years in Australia serving many reputed organizations. He was also a visiting faculty at various Australian Universities. He is experienced in Procurement Management and is a honorary Faculty of PMIPCC and other institutions. He speaks on a range of topics on Leadership & Management deriving his inspiration from Vedic tenets.
Srinivas, in his day-to-day job, is a Vice President of Broadridge Financial Solutions (India) Private Limited. Srinivas handles the APAC PMO in Broadridge.
Marc has over 15 years of coaching experience throughout various domains such as sports, education and the corporate world. He is a trained Integral coach and facilitator and has had the opportunity to work with international companies such as Global Crossing and IBM. His experience in sports coaching has allowed him to bring different perspectives to the corporate world and achieve amazing results. He has incorporated a self-development aspect in his sports programs and as such the teams have achieved unprecedented results.
Marc is a challenging coach that values compassion, curiosity and empathy.Marc is a software developer that has moved on to leading and coaching people and teams. His background as a developer has allowed him to appreciate team work, efficiency and success.As a team lead he has been defined in making others around him shine and succeed in attaining their goals and objectives.Marc inspires a calm strength and intentional being in his coaching practice. He is committed to the development of his clients’ intentions and objectives.
Gerard has twenty-plus years’ experience finding better ways of developing software and managing software development teams in a range of domains including Telecommunication, Gas Pipelines, Rail Transportation, E-Commerce and Billing. He has delivered a very popular 2 or 3 day course on Automated Unit Testing for Developers both on-site and as open-enrolment. This course is process agnostic (it doesn’t assume you are doing test-driven development) and is available in Java, C# and C++. More info at http://xunittraining.com.
His current passion is helping teams use agile test/spec automation frameworks such as Robot Framework, Fit(nesse) and Cucumber to describe the requirements in a way that both helps drive development, drives ease-of-testing into the application architecture, and act as a confirmation that the application’s behaviour has been implemented properly. All of these tools can act as a technology-independent front end for the lower level interface-specific drivers such as Selenium.
Mary Poppendieck started her career as a process control programmer, moved on to manage the IT department of a manufacturing plant, and then ended up in product development, where she was both a product champion and department manager.
Mary considered retirement 1998, but instead found herself managing a government software project where she first encountered the word “waterfall.” When Mary compared her experience in successful software and product development to the prevailing opinions about how to manage software projects, she decided the time had come for a new paradigm. She wrote the award-winning book Lean Software Development: An Agile Toolkit in 2003 to explain how the lean principles from manufacturing offer a better approach to software development.
Over the past several years, Mary has found retirement elusive as she lectures and teaches classes with her husband Tom. Based on their on-going learning, they wrote a second book,Implementing Lean Software Development: From Concept to Cash in 2006, a third, Leading Lean Software Development: Results are Not the Point in 2009, and a fourth book, The Lean Mindset: Ask the Right Questions in 2013. A popular writer and speaker, Mary continues to bring fresh perspectives to the world of software development.
Tom Poppendieck has 25 years of experience in computing including eight years of work with object technology. His modeling and mentoring skills are rooted in his experience as a physics professor. His early work was in IT infrastructure, product development, and manufacturing support, and evolved to consulting project assignments in healthcare, logistics, mortgage banking, and travel services.
Tom led the development of a world-class product data management practice for a major commercial avionics manufacturer that reduced design to production transition efforts from 6 months to 6 weeks. He also led the technical architecture team for very large national and international Baan and SAP implementations.
Tom Poppendieck is an enterprise analyst and architect, and an agile process mentor. He focuses on identifying real business value and enabling product teams to realize that value. Tom specializes in understanding customer processes and in effective collaboration of customer, development and support specialists to maximize development efficiency, system flexibility, and business value.
Tom is co-author of the book Lean Software Development: An Agile Toolkit , published in 2003, its sequel, Implementing Lean Software Development: From Concept to Cash, published in 2006, Leading Lean Software Development: Results are Not the Point in 2009, and The Lean Mindset: Ask the Right Questions in 2013.