Delivering execution certainty across a 25-team, multi-region payments program

How NextAgile gave leadership unified prioritisation, dependency visibility, and role clarity across a business-critical omnichannel program spanning six geographies.

Client Overview

A business-critical program with too many moving parts to manage by instinct

The client is a global leader in payment solutions, building an omnichannel platform designed to unify and replace multiple regional products; more than 20 interdependent components across six regions, with teams spread across time zones and operating under varied, often hybrid delivery models.

Leadership’s real need was execution certainty: delivery predictable enough to plan the business around. It was not a request for a particular delivery methodology.

NextAgile’s role was to give portfolio-level leadership the visibility and governance to manage that complexity at scale.

Business Challenges

Effort was everywhere. Certainty wasn't.

Our Approach

Governance that gives leadership a reliable view

Delivered as a structured, five-phase transformation: discovery and assessment, operating model design, Agile execution and coaching, metrics and transparency, then reinforcement and scaling coaching 130+ engineers across component teams over 12 months, including role specific coaching for 10 Product Owners and 20 Scrum Masters.

We treated this as a leadership and governance problem first. The goal was a portfolio leadership that could steer with confidence, not another set of team-level practices.

Core shift: assumed structure → diagnosed structure

Core shift: team-specific cadences → one shared rhythm

Core shift: work arriving unpredictably → one prioritised front door

Core shift: gut-feel forecasting → data-driven decisions

Core shift: overlapping, ambiguous roles → defined accountability

Core shift: isolated pilot → portfolio-wide standard

Predictability at this scale isn’t a team-level achievement. It comes from leadership being able to see the whole portfolio, trust the data, and know who decides what.

That is why the work centred on governance and visibility, with the delivery practices serving that purpose rather than leading it.

Impact & Outcomes

From complexity leadership had to absorb to delivery it could plan around

95%

On-time delivery success rate

achieved across a business-critical program moving from varied delivery models to a new way of working; a result of better visibility and governance rather than any single delivery practice.

Transformation at a Glance

Area	Change
Ways of working	From varied, often hybrid team cadences to one shared rhythm across 25 teams and six regions
Prioritisation	From unpredictable work intake to one unified, prioritised view of incoming demand
Dependencies	From 20+ interdependent components discovered late to deliberately managed through a Portfolio Kanban system
Leadership decisions	From sparse metrics to data-driven forecasting and bottleneck anticipation
Roles and	From ambiguity across product, delivery, and portfolio leadership to defined ownership accountability
Outcome	95% on-time delivery success rate

Testimonial

“The client’s leadership acknowledged that NextAgile’s structured business agility framework, combined with deep coaching support, significantly improved predictability, transparency, and cross-regional alignment. They highlighted the increased confidence in meeting market commitments and managing dependencies across a highly complex omnichannel program.”

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Delivering execution certainty across a 25-team, multi-region payments program

Client

Teams

Context

Lead Pillar

Client Overview

A business-critical program with too many moving parts to manage by instinct

Consulting

Learning Programs

furniture

lightings

accessories

Texture lab

what’s new

Flash sales

Delivering execution certainty across a 25-team, multi-region payments program

Client

Teams

Context

Lead Pillar

Client Overview

A business-critical program with too many moving parts to manage by instinct