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Problem
How to Implement Organizational Agility for Proptech Clients?
Our client is a UK-based proptech firm that develops property management software for the UK market. Pioneers in building intelligent solutions such as online portals, cloud-based infrastructure, and service delivery et al. in the UK, their aim is to make their clients’ property journey seamless.
Their development team:
60 members works out of India, while their product and business teams are based in the UK. Essentially a 100% remote working model, the teams have been operating a partial scrum framework.
The client was facing issues around clarity on their roles and responsibilities, lack of sprint discipline, loosely defined process framework, capacity and load management issues, poor planning, poor requirement comprehension by the team resulting in rework, lack of one team mindset, blame game, poor communication.
The focus of the engagement was to increase predictability, visibility of work to be delivered, bring in open, transparent, and proactive ways of communication among team members, improving the elicitation of requirements, and building a one team mindset.
Journey
We started our journey by initiating coaching for a few select teams. Scrum masters were trained on their roles and responsibilities, with a focus on converting them to leaders – from mere taskmasters. Product owners (POs) were identified and coached on relevant topics – eliciting requirements using techniques like mind mapping, conducting product discovery sessions for new projects et al.
On completion of the initial coaching, our focus turned to tie the loose ends observed – starting with setting a 2-week cadence for sprints. Discipline and regimen were brought in across all Scrum practices. Mere following and participation in the scrum events were replaced with a more focus on collaboration and outcome-oriented, thus cultivating a one-team mindset.
A blend of both scrum and kanban practices was introduced in the customer support team to better manage production issues. Leadership sessions were conducted for the tech leads to hone their leadership and problem-solving skills.
With frameworks and required discipline in place for better predictability, we then introduced essential SAFe for all teams.
Potential project managers were identified and coached on RTE roles
Regular team building activities were introduced to improve one team mindset
JIRA hygiene levels were increased to generate sprint-wise reports.
Dashboards for quality were developed
A technical guild was created
A COE was set up, to help teams continuously improve
Outcomes
All teams involved were synchronized to a two week cadence, thereby creating visibility on what will be done and by when. This also helped ensure predictability levels, by enabling the commercial / sales team better understand and commit release dates to their customers.
The kanban approach helped the development and commercial teams to visualize and prioritize work. Blocked production issues were identified immediately which in turn expedited the resolution of issues by relevant team members. Techniques used for requirement elicitation by the Product owners helped right size user stories – just enough information. This in turn helped the development team plan sprints more effectively.Teams started following the principle “Stop starting start finishing work“ which reduced context switching and drove a one team mindset
The ‘Essential SAFe’ implementation brought in better predictability and viability at release levels. SAFe events like PI Planning increased the engagement levels between the leadership, sales/commercial and development teams. The focus shifted from merely delivering functionality to delivering added value to the customer.
Teams started going beyond delivering quality software, by continually improving levels of technical excellence – dedicating part of their sprints around this focus area. Working agreements and norms around JIRA hygiene made the automated ‘sprint metric’ dashboards more current and relevant. Sprint wise team health assessments were conducted. Measures to improve the team health included fortnightly water cooler sessions, team building activities, training on new technologies etc. This led to a culture of continuous improvement and stabilized agile adoption across teams.
Benzne Agile case studies capture our transformation journey, problems we solved and outcomes achieved. We have incorporated a healthy mix of agile case study examples to provide reference across multiple client scenarios.
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Geographies We Service
Agile in a Distributed environment for a UK Proptech Company
Delivering Predictable Agility Across Distributed 10+ Teams in a Fast-Growing PropTech Product Portfolio
Client Overview
The client is a fast-growing UK-based PropTech company offering an integrated suite of property management solutions. Their products include online portals, cloud-based infrastructure, and workflow automation tools designed to streamline the property lifecycle for landlords, tenants, and service providers.
With product management and business teams based in the UK and a 60-member engineering team located in India, the organisation operates in a fully remote, distributed model. Although elements of Scrum were in place, the operating model lacked consistency, clarity, and measurable predictability. Leadership sought a consulting partner to elevate delivery performance, strengthen team collaboration, and build a scalable Agile foundation to support product growth and funding aspirations.
Business Challenges
The organisation faced several operational and structural challenges that hindered speed, quality, and alignment:
Role & Responsibility Gaps
Unclear ownership across product, engineering, and business teams led to inefficiencies and confusion.
Weak Agile Discipline
Ceremonies were inconsistent, sprint discipline was weak, and accountability varied across teams.
Unrefined Requirements
Poorly defined requirements caused frequent rework, scope ambiguity, and prolonged cycle times.
Ineffective Capacity Planning
Fragmented workload management reduced predictability and made planning unreliable.
Collaboration Challenges
Gaps between UK and India teams created friction, delays, and misaligned expectations.
No Unified Agile Framework
Lack of a shared Agile model limited visibility, continuous improvement, and dependable delivery.
The client aimed to regain predictability, improve requirement clarity, strengthen collaboration, and build a disciplined operating model to sustain rapid product evolution.
Our Approach
- Conducted team-level interviews and Agile maturity assessments.
- Evaluated Scrum practices, communication flows, and team health across UK and India.
- Mapped end-to-end value flow from discovery to production to identify systemic gaps.
- Redefined Agile roles and clarified expectations for Product Owners, Scrum Masters, and Tech Leads.
- Standardised a two-week sprint cadence to align planning and improve predictability.
- Established a hybrid model using Scrum for development teams and Kanban for support functions.
- Introduced governance mechanisms such as backlog readiness criteria, sprint planning guidelines, and review/retro norms.
- Strengthened Scrum Master capability through hands-on coaching.
- Coached Product Owners on product discovery, mind-mapping, requirement elicitation, and writing right-sized stories.
- Improved collaboration by running outcome-focused ceremonies across distributed teams.
- Rolled out Essential SAFe to improve release-level planning and cross-team alignment.
- Delivered leadership enablement sessions for tech leads on communication, facilitation, and decision-making.
- Improved JIRA hygiene standards for better sprint-level accuracy and reporting.
- Created dashboards around throughput, quality, and predictability.
- Set up production Kanban boards for real-time visibility and faster customer issue resolution.
- Enabled leadership to continuously assess team health and delivery flow.
- Established a Technical Guild and COE to drive engineering excellence and learning.
- Conducted team-building activities to strengthen cross-region collaboration.
- Identified future SAFe RTEs and coached them on release coordination and facilitation.
- Delivered a sustainability plan to help leadership maintain cadence and flow beyond the engagement.
Impact & Outcomes
The transformation resulted in measurable improvements across delivery, alignment, and product readiness:
Unified Sprint Rhythm
A consistent two-week cadence improved planning discipline, cross-team alignment, and delivery predictability.
Stronger Requirements Clarity
Enhanced refinement practices reduced rework and enabled accurate sprint commitments across product and engineering.
Streamlined Support Operations
Kanban-driven workflows accelerated production issue resolution, improving responsiveness and customer satisfaction.
Scaled Delivery Alignment
Essential SAFe practices strengthened release coordination and improved collaboration between business and technology teams.
Improved Execution Discipline
Better JIRA hygiene, stable metrics, and structured technical initiatives enhanced ownership and product quality, achieving over 90% DRE.
Culture of Continuous Improvement
Regular health checks and leadership enablement elevated team maturity, contributing to stronger delivery outcomes and supporting a successful funding round.
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