Abdul Rahim Hakim Mohammed

📘 Enterprise Scrum Playbook

• Sprint Planning, Daily Scrum, Review, Retrospective
• Scrum Master and Product accountability
• Definition of Ready (DoR) and Definition of Done (DoD)

➡️ github.com/abdulrahimhm78/enterprise-scrum-playbook

📊 Agile Metrics & Flow

• Cycle time and throughput
• Delivery health and quality indicators
• Capacity awareness and constraint management
• Enterprise anti-patterns and vanity metrics

➡️ github.com/abdulrahimhm78/agile-metrics-and-flow

🧭 Scaled Agile Delivery

• PI preparation and PI Planning (Day 1 & Day 2)
• Cross-team dependency identification
• Risk escalation and delivery health reporting

➡️ github.com/abdulrahimhm78/scaled-agile-delivery

⚙️ Jira Governance

• Scrum and Kanban board governance
• Workflow and issue-type standards
• Backlog readiness and stale backlog management
• Executive dashboards and reporting

➡️ github.com/abdulrahimhm78/jira-governance

Data & Analytics Platform Delivery Enhancement

Supported engineering squads working on analytics pipelines, API services, and data integration platforms in a data-driven enterprise environment. The work involved staying close to teams running Agile ceremonies, helping prioritize backlogs, and facilitating technical planning discussions while keeping architecture direction and security requirements in view.

After a few sprints, introduced practical delivery signals such as cycle time, lead time, and defect leakage to ground planning conversations and surface risk earlier, especially when timelines tightened. Documentation was an ongoing pain point, so standardized story templates and shared spaces were put in place to reduce rework and repeated clarification.

Worked day to day with data engineers, QA automation teams, and platform architects to smooth handoffs and resolve issues quickly. This tighter coordination helped teams deliver more predictably and contributed to better platform stability over time.

Enterprise Cloud Migration & Infrastructure Modernization

Led several cross-functional Agile squads responsible for moving mission-critical applications from on-premises environments into secure cloud infrastructure within a regulated enterprise. The work required close coordination across architecture, DevOps, security, and compliance teams, particularly during PI Planning and ongoing Scrum ceremonies where dependencies and sequencing had to be worked through in detail.

Stopped relying on optimistic timelines and instead used a small set of delivery metrics to make progress and bottlenecks visible. Tightened entry and exit criteria by reinforcing Definition of Ready and Definition of Done, which reduced rework and improved quality at handoff points.

Worked closely with engineering and DevOps teams to enable automated deployment pipelines and stabilize environments. Once teams got used to the new way of working, releases became more frequent, stakeholder conversations became calmer, and infrastructure costs were easier to manage.

Financial Systems Delivery & Regulatory Compliance Alignment

Led Agile teams responsible for delivering enhancements to financial processing systems, customer-facing portals, and compliance-driven reporting in a highly regulated environment. Much of the work involved regular collaboration with risk, audit, legal, and engineering partners to make sure delivery decisions stayed aligned with regulatory expectations and audit requirements.

Introduced sprint-level metrics, burn-down tracking, and release forecasting to improve transparency and give stakeholders a clearer view of progress and risk. After several iterations, focused more deliberately on improving backlog readiness and reinforcing continuous testing habits, which helped reduce production incidents and improve overall system stability without pushing teams into unsustainable delivery patterns.

Large-Scale Agile Transformation & Delivery Governance

Led Agile transformation efforts across multiple teams moving away from traditional delivery models and into Scrum and Kanban ways of working. A large part of the role involved working directly with leaders, product partners, and engineering teams to reset expectations, clarify accountability, and create space for more open, data-driven conversations about delivery.

Introduced practices such as Scrum of Scrums, dependency mapping, and lightweight maturity assessments to make cross-team coordination issues visible and address them early. Over several quarters, standardized core ceremonies and reporting so risks surfaced earlier and delivery became more predictable.

Omni-Channel Retail Platform Optimization

Supported domain-aligned product teams working on omni-channel commerce platforms spanning web, mobile, and in-store integrations. Day to day, this meant facilitating Agile delivery activities such as backlog refinement, estimation, and release planning to help teams commit to work they could deliver predictably.

Worked closely with product managers, UX designers, QA, and engineering leadership to smooth workflow, address bottlenecks, and reduce cycle time while keeping customer experience goals in focus. Introduced WIP limits and practical flow optimization techniques to help teams manage work in progress more intentionally. Over time, these changes increased throughput, reduced production defects, and improved delivery transparency across distributed teams.

Fidelity Investments — Senior Scrum Master / Agile Delivery Lead

Enterprise modernization of Fidelity’s Health & Welfare Benefits platform supporting millions of participants across enrollment, eligibility, payroll, billing, APIs, and large client migrations in a regulated, high-availability environment—aligning delivery execution with enterprise business outcomes.

• Improved sprint and PI predictability by ~30%+ by correcting planning readiness, enforcing backlog quality, and aligning capacity with execution constraints
• Reduced sprint spillover by ~25% using flow metrics (cycle time, throughput, WIP) to detect bottlenecks early and correct execution paths mid-sprint
• Improved commitment reliability by treating capacity and cross-team dependencies as constraints before PI commitment across enterprise platform and API teams
• Prevented late-stage integration and release risk by making dependency ownership explicit across cross-team and cross-platform initiatives, coaching teams on proactive risk ownership
• Increased executive-level visibility into delivery health using Jira and Jira Align dashboards covering predictability, execution risk, and dependency posture
• Served as the Agile Delivery Lead for senior leadership, facilitating stakeholder alignment and delivery trade-off decisions across 6–10 squads and quarterly PI commitments
• Supported multi-year enterprise platform modernization roadmap planning and delivery alignment across teams and shared services
• Leveraged AI-assisted backlog analysis and automated reporting dashboards to enhance sprint planning accuracy and reduce manual tracking effort

TISTA Science & Technology Corp — Senior Scrum Master / Agile Delivery Lead

Multi-year USDA FPAC cloud migration moving mission-critical systems from on-prem DISC to AWS, enabling centralized governance, scalability, and uninterrupted operations across multiple federal agencies, supporting enterprise portfolio modernization objectives.

• Led 2–3 cross-functional Scrum teams, coaching delivery practices and stakeholder alignment, delivering enterprise cloud and platform modernization initiatives within a SAFe environment
• Improved PI predictability by ~30% by enforcing disciplined backlog refinement, planning readiness, and realistic capacity alignment prior to commitment
• Implemented Azure DevOps dashboards to provide real-time visibility into delivery health, flow metrics, risks, and cross-team dependencies for leadership
• Improved delivery stability by using PI Planning and Inspect & Adapt as decision forums to surface execution risk, dependency gaps, and capacity misalignment early across distributed teams
• Removed systemic impediments, reducing rework and late-stage defects by ~30% and improving overall release stability
• Strengthened dependency and risk management across shared platform and data services, minimizing unplanned scope changes and delivery delays
• Improved leadership decision quality by making sequencing, readiness, and dependency posture visible throughout the PI
• Supported compliance-driven delivery expectations in a regulated federal environment with audit-ready execution visibility

Five Below Inc. — Senior Scrum Master / Agile Delivery Lead

Enterprise data and analytics transformation modernizing data quality, governance, BI workflows, and executive reporting across Marketing, Product, and Data organizations—supporting portfolio-level digital modernization and business decision enablement.

• Improved PI predictability by ~30% by enforcing backlog readiness as a prerequisite for planning commitments and aligning capacity and dependencies across platform and data teams
• Increased delivery transparency and executive-level visibility by implementing Azure DevOps dashboards tracking risks, dependencies, and delivery trends in real time
• Reduced rework and late-stage defects by ~30% through early risk identification and removal of systemic impediments impacting execution flow
• Enabled consistent, on-time execution across 2–3 cross-functional Scrum teams, coaching delivery practices and facilitating stakeholder alignment
• Strengthened dependency and risk management across shared data and analytics services, reducing unplanned scope changes and delivery volatility
• Delivered enterprise data platform outcomes spanning analytics, data governance, BI modernization, and reporting for marketing, product, and operations teams
• Improved planning conversations by grounding commitments in flow signals and backlog readiness rather than optimism
• Maintained predictable cadence by tightening refinement, clarifying acceptance criteria, and improving cross-team handoffs

Meijer Inc. — Senior Scrum Master / Agile Delivery Lead

Cloud-native in-store fulfillment and order orchestration platform enabling curbside pickup, optimized pick paths, and high-volume omnichannel order processing—supporting enterprise digital-commerce scalability and customer-experience outcomes.

• Improved sprint predictability by ~35% across three parallel Agile teams by enforcing backlog rigor, realistic capacity planning, and flow-based execution
• Enabled reliable delivery of cloud-native fulfillment and mobile platforms by improving coordination across pickup, staging, and application teams
• Reduced late-stage defect discovery by introducing test-case readiness and acceptance-criteria validation during backlog refinement
• Led SAFe-aligned PI Planning, facilitating cross-team decision making and dependency ownership across shared enterprise services
• Increased delivery transparency through consistent Scrum practices, Agile metrics, and Jira-based tracking with real-time dashboard visibility
• Strengthened cross-team collaboration and release readiness within a complex enterprise environment supporting high-volume release cycles
• Improved stakeholder confidence through clear sprint goals, consistent reviews, and visible trade-offs when constraints emerged
• Coached teams toward vertical slicing and sustainable delivery habits that improved commitment reliability

Petco Health and Wellness Company Inc. — Senior Scrum Master / Agile Delivery Lead

Cloud-based enterprise data warehousing and analytics platform (Snowflake) supporting predictive modeling, dashboards, and data-driven retail decisions— enabling portfolio-level data modernization and executive decision support.

• Stabilized Agile delivery execution during shifting priorities and operational pressure across enterprise data platform initiatives using disciplined Scrum practices
• Reduced rework by ~30% through structured backlog refinement, improved acceptance criteria, and consistent enforcement of DoR/DoD
• Improved delivery predictability by moving teams from reactive execution to commitment-based sprint delivery with realistic planning and accountability
• Strengthened cross-functional collaboration across Product, Engineering, QA, and Analytics, improving release confidence and alignment
• Increased sprint reliability and transparency using Jira dashboards and delivery metrics to surface progress, risks, and blockers early
• Enabled consistent delivery of cloud-based analytics capabilities supporting timely, data-driven business decision-making
• Improved handoffs and reduced churn by tightening story readiness and clarifying requirements earlier in the lifecycle
• Maintained momentum while protecting sustainable pace and improving delivery stability over time

Computronics Inc. — Senior Scrum Master / Delivery Lead

Enterprise and client-facing digital platforms built on a cloud-based B2C CRM and e-commerce ecosystem supporting end-to-end customer journeys— enabling portfolio-level digital modernization and revenue-driving customer-experience outcomes.

• Led Agile delivery across multiple enterprise and client-facing digital platforms, improving on-time delivery and execution reliability
• Accelerated team ramp-up in low-maturity Agile environments by introducing Scrum practices that improved predictability and planning discipline
• Increased transparency by establishing clear sprint goals, backlog readiness standards, and outcome-based tracking with dashboard visibility
• Reduced delivery risk by proactively managing cross-team dependencies and enforcing disciplined refinement prior to sprint commitment
• Improved stakeholder confidence through consistent visibility into progress, risks, and commitments; strengthened cross-team decision making
• Enabled scalable Agile execution across distributed teams supporting mission-critical enterprise systems and high-volume release cycles
• Improved delivery health by treating constraints (readiness, dependencies, WIP) as primary drivers of predictability
• Established repeatable governance practices that improved execution quality without adding process overhead

Sears Holdings Corporation — Business Operations / Marketplace Account Manager

Large-scale marketplace and e-commerce operations coordinating execution across business, technology, vendors, and marketplace partners—supporting portfolio-level digital-commerce growth and revenue optimization.

• Owned enterprise marketplace category performance, consistently achieving sales and commission targets through data-driven merchandising decisions and operational optimization
• Led multi-stakeholder operational workflows supporting enterprise e-commerce platforms; improved cross-functional alignment across business and technology
• Improved cycle efficiency by standardizing workflows and applying analytics to identify and correct operational bottlenecks
• Partnered with technology teams to resolve systemic constraints, improving execution reliability and scalable platform growth
• Coordinated work intake, prioritization, and tracking using Jira and Confluence to increase transparency and accountability
• Managed dependencies across vendors, internal teams, and marketplace operations to improve end-to-end execution alignment
• Strengthened reporting and trend visibility through structured dashboards and operational metrics
• Built foundational delivery leadership skills later applied to enterprise Agile delivery and governance

Web Traffic — SEO & PPC Campaign Manager

• Owned campaign execution, optimization, and reporting across SEO and PPC portfolios
• Built repeatable performance reporting and improvement cycles to stabilize outcomes
• Coordinated priorities and changes with clients and internal teams to reduce churn
• Applied data-driven decision making to improve conversion outcomes and spend efficiency

PC & Laptop Services — IT Support Specialist

• Delivered hands-on technical support, troubleshooting, and service restoration for end users
• Managed intake, prioritization, and completion tracking to sustain predictable throughput
• Improved service consistency through repeatable troubleshooting standards and checklists