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10 real examples you can apply immediately
Case studies from banks, telecoms and government with ideas you can use Monday morning
Cross-sector perspective from 15+ industries
Learn how industries are tackling the similar problems in different contexts
Other people's success stories to make your case
Hear directly from leaders who've made the mistakes and found what actually works
Bring your colleagues and let real experiences do the talking
Networking with peers from 10+ countries
Connect with cross-functional leaders facing the similar challenges
Refreshments, lunch and an evening networking event are included
On the Agenda
How to Change Everything Without Breaking Anything
Tom Skalycz | CTO & Path Director
HMRC is modernising a live, safety-critical system while collecting £875 billion a year and supporting millions of people and businesses. There is no pause button.
Tom shares how HMRC is creating space inside a live system to experiment, learn and deliver faster, without compromising security, resilience or public trust.
A case study in how to move fast responsibly, improve time to value, and make change stick in a high-accountability environment.
A Case Study on Agentic Delivery and Why the Hardest Problems Were Not Technical
Barbara Arnst | VP Transformation
Benjamin Geens | Director of Digital Transformation
We built ACE Ventura to learn agentic coding. What it actually taught us were the organisational prerequisites for AI to work at all.
This session brings together two perspectives on the same problem at very different scales: an eight-week AI build by a team of five and enterprise rollout across 150 teams.
The insight connecting both is simple: the governance problems are the same. Scale changes the blast radius, not the nature of the problem.
Barbara and Benjamin share what they built, what broke, and what still doesn’t have clear answers.
How We Are Simplifying Processes to Deliver What Matters
Emily Roche | Director Simplify & Deliver
This is the story of a department-wide effort to stop low-value activity and refocus teams on what drives impact.
Instead of a top-down transformation, teams are running small, low-risk experiments in their day-to-day work. From approvals and recruitment to meetings and tooling, improvements are tested in context and shared across the system.
Emily shares what worked, what didn’t, and how change is spreading across a complex, high-accountability environment.
Beyond Autonomous Teams: Essence and Accident in Product Development Complexity
Simon Rohrer | Head of Enterprise Architecture & Ways of Working
Autonomous teams are an article of faith in modern software development. Give cross-functional full-stack full-lifecycle teams autonomy and they will deliver value and flow – or better value, sooner, safer, happier.
But where are the boundaries of autonomy? Where does governance and policy fit in? Can a team decide their own HR practices, interactions with regulators & funding model? What about architecture, design, or organisational decisions that – by the nature of the product, not a poorly chosen architecture – must span multiple teams, or even multiple teams-of-teams? How are they made? How are autonomy and coherence balanced in a fractal way? Who decides what, when and how? And who decides who decides?
Simon will provide a combination of theory – the Viable Systems Model, the Platform model ("preventing unnecessary creativity"), Socio-Technical design principles – and practical experience, as a preview to his contribution to Jon Smart's forthcoming book Organising for Outcomes.
Energising Ways of Working in a 125-Year-Old Organisation
Marielle Mooijekind | Senior Agile Coach & Transformation Manager
Dennis Hoofe | Agile Coach & lead Scrum Manager
RWE is an energy company where grassroots agile ways of working have taken root and gathered momentum. What sets this transformation apart is that it is community-led.
A group of volunteers has spent over a year building momentum from within creating a shared playbook, running training sessions, and helping teams change the way they work in practice.
Marielle and Dennis share what it takes to grow change through community, and how to evolutionary evolve building on existing strengths.
Metrics Without Fear: Building a Positive Metrics Culture
Adrian Smith | Executive Director
Allan Southward | Managing Director
Over the past two years, UBS has rethought how metrics are used, shifting from reporting for control to supporting teams to learn and improve.
Adrian shares how a small team rebuilt their approach after a large transformation, focusing on trends, usability and trust. By treating data as a product, they reduced duplicate reporting and improved how teams and coaches use data in practice.
Focusing on Outcomes, Not People or Blame
Leah Stockley | Organisational psychologist
Gombo-Erdene Bayartsogt | Director of Business Development
Enkhburd Tselmeg | Senior Business Development Manager
What it actually takes to change how a leadership team works. This is the story of a 14-month transformation inside a Mongolian conglomerate.
Three perspectives show what it took to shift leadership teams from working in isolation to focusing on shared outcomes.
The results were real, meeting hours reduced from 720 to 223 per week, profitability increased, and availability improved. But the results are not the story.
This session is about what actually changed, what went wrong, and what it takes to make change stick inside leadership teams.
Against Scale
Duncan Brown | CTO for Digital Prevention Services
Large organisations often try to solve big problems with even bigger systems, platforms, standards, and governance structures. The result is frequently complexity, slow decision-making, fragmentation, and years of architectural paralysis.
In this talk, Duncan shares why starting small is often the only way to create systems that genuinely scale. Drawing on lessons from national NHS services, he explores how teams can evolve effective systems through iteration, adoption, and learning rather than attempting to design perfect solutions upfront.
Through real stories from NHS teams working across bookings, screening results, and national platforms, Duncan explores what it means to create governance that enables progress rather than blocks it, and why relationship-building and product thinking matter more than centralised control.
Organising for Outcomes
Matt McBride | Chief Commercial Officer
Matt shares how Tesco Mobile moves from strategy to execution through outcomes, multidisciplinary teams and continuous learning.
He will walk through how teams are structured, how operating rhythm supports delivery, and the practical adjustments made along the way, from learning and development to guilds and capability design.
Eating the Elephant One Slice at a Time
Cezmi Yarimkaya | Head of IT Governance & New Ways of Working
Like many fast-growing organisations, Citco has been evolving its ways of working to improve delivery and create clearer client value without compromising accuracy, control, or regulatory confidence.
This session shares practical lessons from that journey, including some of the specific “ninja moves” that helped drive progress. Cezmi explores topics including organisational diagnostics, aligning around a clear “why”, building internal playbooks and maturity models, and integrating closely with operations teams.
Rather than presenting transformation as a linear rollout, this talk focuses on the importance of experimentation, responsiveness, and adapting approaches as organisations learn and evolve.
Hear from
Director of Simplify & Deliver
Emily Roche
𖡡 UK
Emily Roche leads Simplify and Deliver at the Department of Health and Social Care, a grassroots effort to reduce complexity and improve how work gets done.
Her experience spans No.10, the Department for Education and DHSC, working across strategy, policy and delivery to turn intent into real outcomes in complex public systems.
Director of Digital Transformation
Benjamin Geens
𖡡 Belgium
Benjamin Geens is a Director at Nova Ventura, working on large-scale transformation and delivery in complex organisations.
With over 15 years’ experience, his focus has shifted to the practical challenges of AI adoption, helping organisations embed AI into how work actually happens.
He has spent the past three years working alongside Barbara Arnst at Telenet on AI and operating model transformation, and is the product owner of ACE Ventura, Nova’s custom-built agentic knowledge platform.
Senior Business Development Manager
Tselmeg Enkhburd
𖡡 Mongolia
Tselmeg Enkhburd is a transformation practitioner at Shunkhlai Holdings focused on bridging the gap between strategy and how work actually happens day to day.
She led the transformation on the ground, chairing leadership meetings, running QBRs and embedding OKR cadences across multiple business units.
Her work spans both structure and behaviour, from governance and operating rhythm to building trust, maintaining momentum and helping teams take ownership without blame.
Executive Director
Adrian Smith
𖡡 UK
Adrian Smith is an Executive Director at UBS, with over 20 years’ experience across software development, architecture, risk and portfolio management.
His work focuses on improving how technology organisations operate in practice, from delivery and governance to business reviews and metrics, bringing a grounded view from inside a large financial institution.
Managing Director
Allan Southward
𖡡 UK
Allan Southward leads Middle and Back Office technology for UBS Asset Management. With over 25 years of experience delivering complex technology solutions in financial services, Allan’s focus is about improving flow and quality, whilst ensuring that teams work really well together to deliver great things.
CTO for Digital Prevention Services
Duncan Brown
𖡡 UK
Duncan Brown is CTO for Digital Prevention Services at NHS England, where he leads large-scale digital services supporting millions of people across the UK.
Before joining NHS England, Duncan was Head of Software Engineering at the UK Government’s Incubator for AI. He has also led national public services at the Department for Education, following a decade working in startups across publishing and edtech.
CTO & Path Director
Tom Skalycz
𖡡 UK
Tom Skalycz is Chief Technology Officer at HM Revenue and Customs, where he leads technology across one of the UK’s largest and most complex organisations.
He was drawn to HMRC by the opportunity to make a positive difference at scale, in an environment where the need for change is widely recognised. His focus is improving delivery, decision making and time to value in complex public systems.
Organisational Psychologist
Leah Stockley
𖡡 Singapore
Leah Stockley is an organisational psychologist, SSH Advocate and founder of Let’s Flow, based in Singapore.
She spent 30 years leading and driving change inside global organisations, including eight years at Standard Chartered Bank as Global Head of Design Excellence and Global Head of Transformation Capabilities, before founding Let’s Flow to work directly with leaders on improving how organisations work in practice.
Chief Commercial Officer
Matt McBride
𖡡 UK
Matt McBride is Chief Commercial Officer at Tesco Mobile, responsible for strategy, change and delivery across the business.
He leads how teams organise around outcomes, connecting long-term direction with day-to-day delivery in a fast-moving, customer-focused organisation.
Senior Agile Coach & Transformation Manager
Marielle Mooijekind
𖡡 Germany
Marielle Mooijekind is a Ways of Working Consultant and Transformation Manager at RWE, supporting enterprise agility and ways of working.
With over 20 years’ experience across operations, IT and transformation, she previously led the Global Agile Academy at ING and now focuses on embedding sustainable change in large organisations.
Senior Product & Engineering Coach
Matt Ring
𖡡 USA
Matt Ring is a Senior Product & Engineering Coach with John Deere. Matt works with leaders, practitioners and teams on helping them elevate their own product, lean-agile and DevOps ways of working, and in cultivating an organizational culture of continuous learning and experimentation.
VP Transformation
Barbara Arnst
𖡡 Belgium
Barbara Arnst is VP Transformation at Telenet, where she led the shift of a 3,300-person telecoms organisation towards autonomous, outcome driven teams. Her focus is on operating model readiness as the real lever for value.
Director of Business Development
Gombo-Erdene Bayartsogt
𖡡 Mongolia
Gombo-Erdene Bayartsogt is a Director at Shunkhlai Holdings, one of Mongolia’s leading holding companies, where he is responsible for business development across the group.
He sponsored the transformation at board level and will share what it took to hold that position when the work was difficult.
Head of Enterprise Architecture & Ways of Working
Simon Rohrer
𖡡 Denmark
Simon Rohrer is Head of Enterprise Architecture and Ways of Working at Saxo Bank. His background spans software engineering, agile coaching and enterprise architecture.
He focuses on how organisations design systems, teams and decision-making to support continuous change. He is also a co-author of Sooner Safer Happier.
Agile Coach & Lead Scrum Master
Dennis Hoofe
𖡡 Germany
Dennis Hoofe is an Agile Coach at RWE Supply & Trading, where he has spent over 15 years working across delivery, market data and risk systems.
His experience spans the shift from waterfall to agile, from hands-on Scrum Master to leading coaching and transformation efforts. He focuses on how organisations adapt their ways of working over time, building on existing systems and practices rather than replacing them.
Head of IT Governance & New Ways of Working
Cezmi Yarimkaya
𖡡 USA
Cezmi Yarimkaya leads IT Governance and New Ways of Working at Citco, driving how the organisation delivers value while maintaining strong operational and regulatory standards.
He focuses on evolving ways of working by balancing change with the needs of long-tenured teams and relationship-driven environments. Cezmi champions practical transformation through incremental progress, strong diagnostics, and organisational learning.
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