CARLA BILLECI

• Orchestrated a pilot program across multiple teams, which resulted in metrics improvements: a reduction in cycle times and increased team satisfaction.
• Developed and rolled out a consistent approach to embed an adopt an implementation plan for new systems change and ways of working
• Currently working with the CISO and his LT to support agile WoW adoption across Cyber Security
• Conducted a change impact assessment across the Technology Services & Platforms department to identify opportunities for improvement, which resulted in the approval of a pilot program

• Worked closely with Squad Leads to prepare their 4 squads for agile ways of working and commencement of their first sprint
• Ran a series of workshops and training (Sprint 0 activities) to ensure squads were aligned on how they'll work together once their first sprint commences

• Conducted an impact assessment on a major program to identify opportunities for change and adoption
• The output supported leadership to make informed decisions to improve the likelihood of meeting key milestones

• Supported the change and development of ways of working in the Delivery Hub, Digital, Common Platforms and the Coach & Change Practice - a business focused area of Bupa's Health Insurance arm
• Engagements across Bupa involved working with other change professionals and collaborating with both teams and leadership to accelerate performance and delivery and seek to progressively improve the system of work through practical applications of agile
• A long tenure that included various engagements and multiple successful outcomes including:

- Supported the creation of multiple capabilities in the Coach & Change practice

- Collaborated with Digital Leadership to co-create a fit for purpose change strategy

- Executed agile assessments across the entire Digital space (16 squads in total)

- Analysed data from Impact Assessments and was able to share insights and themes with leadership and support them on next steps and recommendations

- Supported leadership to define their governance framework

- Conducted an impact assessment in Common Platforms that surfaced challenges and created transparency on areas of improvement and an implementation plan

- Facilitated multiple workshops to create visibility on team culture, challenges and co-create next steps

• Supported the leadership team to create their OKRs and developed a comprehensive governance framework to prioritise their Initiatives
• Ran a company-wide agility assessment based on the heart of agile metaframework and STATIK workshops to support teams to implement their own Kanban system

• Coached multiple teams to implement and put into practice their learnings from the Elabor8 Agile fundamentals training
• Supported multiple teams in their adoption of Agile principles and practices as well as organised and ran a Big Room Planning Day for all GMs and EMs that enabled them to have a clear plan for the quarter they felt confident they could deliver

• Implemented Kanban using STATIK techniques across 2 teams - this resulted in them visualising and identifying their bottlenecks and areas for improvement
• Helped teams set-up and run with their sprints including Backlog Refinement, Retrospectives, Sprint Planning, Sprint Reviews and helped improve daily stand-ups to incorporate the visual Kanban board
• Helped the teams capture meaningful metrics which resulted in changes to how the teams worked together and further improvements

• Fulfilled a Squad Coach role for the Home Lending and Home Owner Tribes working with Squads and Tribe leadership to embed New Ways of Working and New Ways of Leading
• A highly successful visit to Bangalore where I helped squads set-up and run with NWOW ceremonies, ran various workshops within Home Lending and across other tribes
• Formed strong relationships with Squad members and coaches and continue to support each other remotely
• 1-on-1 coaching conversations with Chapter Leads, Product Owners and Squad members to assist with understanding their new role, navigating conflict and coping with change
• Facilitation and delivery of training sessions for the Squads and Tribe including NWOW Basics and targeted sessions covering Agile practices to provide capability uplift which include Visual Facilitation, managing cross-squad dependencies (Nexus), writing and splitting user stories and Kanban Basics
• Facilitation of Tribe and portfolio level activities and ceremonies including squadification, Tribe Unity Hour, PI Planning, QBR, Chapter sprint planning and helped create a kanban wall for all the work within the tribe
• Used Human Centred Design techniques to run a Design Sprint with a squad to give them clarity on what the problem is they were trying to solve and ideate on that problem to consider all potential solutions

• Deployed across a number of ANZ Initiatives (in Australia Division and others), achievement include:
• Supporting teams to understand their 'Why?', their purpose and their goals
• Help to visualize and help teams develop their strategies and to make informed decisions via transparency and data
• Facilitated the capture of key business requirements and customer journeys for a project that delivered a monitoring service in the Retail Technology team
• Worked with various teams within a program and coached them on how to work more efficiently with a focus on delivering business and customer value using various agile techniques (Kanban walls, basic scrum ceremonies, etc)
• Promoted a culture of knowledge sharing and continuous improvement including the delivery of Visual Facilitation workshops within project teams and for the ANZ ADPD Agile Community
• Facilitated a workshop for Branch and district managers to help them formulate their goals for FY18, how to use agile tools and techniques to deliver them
• (Outcome included the development of aligned epics, a product backlog and a sprint backlog.)

• A tenure of 4 years with 3 promotions, achievements include:
• Receiving the eNett Star Award twice in 2015 - the award is presented quarterly to the employee who best represents the company values
• Project HADA (High Availability Database): Successfully migrated our database from Microsoft SQL server 2008 to Microsoft SQL server 2014
• PCI Compliance 2014 - A programme which ensured the company is granted the yearly PCI certificate
• The programme covers Security compliance obligations, Actions arising from audit activity and Actions arising from penetration testing
• Deployment Automation - the project has delivered multiple improvements such as automating various areas of the release process and having a single process that is consistent across multiple environments
• Security Controls - A project which delivered multiple system changes to enhance security in order to achieve SOX compliance
• By the end of the project, role-based security had been implemented across all products to ensure segregation of functionality and audit logging of all field changes
• A Second factor authorisation solution was also delivered
• Facilitating the creation of a Communication Management Process which included documents in Confluence, physical Gantt Charts, streamlined updates which were adopted by the other Project Managers
• Drafting and implementing a Risk Management Process for projects which was successfully implemented and adopted by the business