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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.
Testimonial
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