Agile Outcomes
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Outcomes first. Agile second.

Agile that makes an impact.

An approach to delivery that starts with what matters, gets it done in small steady steps with agile teams, and shows the difference it makes.

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  1. Plan.

    Agree the outcomes worth chasing, and plans that leaders can trust.

  2. Deliver.

    Small, steady, cross-functional delivery that gets value out early.

  3. Prove it.

    Measure what changed, in data everyone can see and use.

Case studies

The problem, what was done, and what changed.

Four short examples from earlier work, with employers left out. More context is available in conversation.

Financial services group · about 40 engineers

2× release frequency

The problem
A monthly release cycle, with teams not organised for steady flow.
What was done
Formed stable cross-functional teams on Kanban and Lean principles, and championed continuous integration, pairing and test-driven development.
The result
Releases went from monthly to fortnightly while throughput increased, and annual staff turnover stayed under 2.5%.

Financial services group · programme delivery

8 new partner schemes in one year

The problem
Only two new partner schemes had been delivered the year before, across several business partners.
What was done
Took on governance and management of technology programme delivery across the partners.
The result
Eight new affinity partner schemes implemented in a single year, up from two.

Recruitment platform · three countries

11 delivery teams on one metrics baseline

The problem
The Agile practice needed re-establishing across a department in London, Belarus and Vietnam, and quarterly planning set objectives without delivery plans.
What was done
Led a team of Scrum Masters, set a baseline of lead time, deployment frequency and backlog health, added delivery plans to OKR planning, and ran tailored Scrum training.
The result
One shared set of delivery metrics across all 11 teams, a step change in Agile maturity, and company goals that were far more visible in planning.

Engineering-metrics software start-up

+40 NPS, up from −50

The problem
Customers needed help turning a delivery-metrics platform into real change inside their organisations, and NPS stood at −50.
What was done
Guided c-suite stakeholders through change programmes to establish metrics, using practices and frameworks developed for the work, and gave clients fast, knowledgeable support.
The result
NPS rose from −50 to +40.

About

Eighteen years leading delivery, from the inside.

Agile Outcomes is the way Russ Wingfield thinks about delivery. He has led delivery for eighteen years as a development manager, Scrum Master, Head of Development, head of an agile practice and, more recently, a consultant and coach. Before that he spent seven years as a programmer, so he knows what delivery looks like from inside the code.

That mix shapes how Agile Outcomes works. Engineering practice matters as much as ceremonies, data is the starting point for any change, and the aim is to leave teams able to run without outside help.

Outside work, Russ is a club runner, usually entering a 10k or half marathon each year, and has played and coached American football.

Experience
25 years in software, 18 of them leading delivery
Based
Hertfordshire, UK
Works
London, UK-wide, hybrid or remote
Sectors
Financial services, recruitment, data and publishing, software products
Methods
Scrum, Kanban, Lean, OKRs, continuous delivery
Tools
Jira, Confluence

Approach

Six areas that decide how delivery goes.

The ideas, skills and habits behind Agile Outcomes, from reading how work really flows to leading teams through change.

  • Delivery health

    Looking honestly at how work flows from idea to release, and where it gets stuck. A clear baseline makes the first changes obvious.

  • Outcomes and forecasting

    Turning goals into measurable outcomes, and planning with forecast ranges instead of single dates. Leaders get plans they can trust and explain.

  • Metrics and insight

    A small set of measures that matter, shown in the tools teams already use, so numbers become part of everyday conversation.

  • Agile transformation

    New ways of working, team design and engineering practice, started with pilot teams and grown from what works.

  • Coaching

    Building the habits that make agile stick, for leaders, Product Owners, Scrum Masters and teams.

  • Delivery leadership

    Hands-on leadership of agile practice, from setting direction to leaving a team ready to run without outside help.

Live demo

See delivery metrics on real data.

Throughput, lead time, work in progress, flow and a forecast, each with plain-English insight on what it means. It is the kind of view that can be built for any team.

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Contact

What are you trying to deliver?

A few lines is plenty. Always happy to talk through what is working, what is not, and what has helped elsewhere.

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