For my broader business agility track record, see Business Agility.
Agile should improve delivery, not become the destination
An organisation can adopt Agile language and activity while the important constraints remain untouched. The useful question is not whether a framework is being followed, but whether the organisation can deliver valuable outcomes, learn from evidence and respond intelligently.
I connect faster feedback and visible delivery constraints with the leadership changes needed to sustain improvement.
What we can cover
- Defining the delivery problem and the outcomes that matter.
- Testing assumptions behind the current approach.
- Making priorities, work, dependencies and decisions visible.
- Shortening feedback between delivery, customers and leadership.
- Helping teams adapt as evidence changes.
- Developing leadership conditions that support continued improvement.
How the work happens
I begin with the organisation’s problem, understand the delivery system and agree where improvement matters. Evidence from delivery then shapes each next decision.
Engagements range from a short diagnostic and coaching plan to regular coaching or embedded support. Sessions can be on-site, online or blended; participants, cadence, measures and handover are agreed at the outset.
Capability, not framework dependence
The Admiral case study shows how I built capability designed to last beyond the engagement, with over 500 people trained across five course tracks. I also embedded agile ways of working across Jaguar Land Rover’s manufacturing plants.
The BT Mobile Tribe case study shows how the same outcome-led approach supported a tribe as it grew from four to twelve squads entirely remotely.
“Craig is a hugely knowledgeable, considered and empathetic coach. Has a great grasp of market forces for any org he works with, builds rapport with teams and senior leaders alike. I really enjoyed working with him.”
— James Scrimshire, Lead Agile Coach, JLR (2025); formerly Head of Delivery Capability and Agile CoE, Direct Line Group
When this is useful
- The organisation is not delivering as well as it should.
- Agile activity exists but outcomes have not improved.
- Teams face unclear priorities, slow decisions or hidden dependencies.
- Leaders need a stronger connection to delivery evidence.
- A transformation needs to adapt rather than follow a fixed plan regardless of results.
When this isn’t the right fit
This is not the right fit if the goal is simply to install an Agile framework, copy a standard transformation recipe or create an ongoing dependence on a coach. The work needs a real delivery problem, willingness to learn from evidence and people able to act on what the coaching reveals.
Improve the way work becomes outcomes
Describe the delivery problem and what meaningful improvement would look like.
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