What Gavant offers

What I offer

Flexible engagements built around your context, not a fixed package.

Embedded · Operational

Release Train
Engineer

I step in as an embedded RTE to enable collaboration across your agile teams. I facilitate PI Planning, resolve cross-team impediments, coach stakeholders in lean-agile thinking, and create an environment where teams can deliver together — predictably and sustainably.

I've guided ARTs ranging from 35 to 150+ people. The size changes the logistics, not the fundamentals. In both cases the work is the same: helping teams see each other clearly, clearing the path, and keeping the train on the tracks when things get complicated.

I don't just run ceremonies. I work on the patterns underneath them — the dependencies nobody talks about, the stakeholder anxiety that derails sprint reviews, the PI Planning that runs four hours over because nobody prepared the business context. That's where the real work is.

Fits for

  • Organisations scaling agile delivery across multiple teams
  • Programmes under delivery pressure or leadership change
  • New ART setups that need someone who has done this before
Strategic · Developmental · Executive

Agile Coach &
Strategic Facilitator

Agile coaching, at the level I practise it, is less about frameworks and more about what's actually happening in the room. I work with teams to build ownership, shift from compliance to genuine understanding, and tackle the patterns that frameworks never quite reach.

Over the past two years, that work has expanded into the leadership layer. I now regularly work with senior management teams — designing strategic offsite sessions, facilitating the conversations that are difficult to have internally, and creating the conditions for real decisions to get made. Not just action lists. Actual alignment.

I've done this in government, in technology programmes, and more recently in international commercial organisations going through major operational change. The sector changes. The human dynamics rarely do.

Fits for

  • Leadership teams navigating organisational change
  • Senior management that needs honest external facilitation, not a consultant who tells them what they want to hear
  • Programmes where agile has been installed but hasn't taken hold
  • Contexts where the real problem is above the teams, not inside them
Workshop · Team

Building
Resilience

A short, structured session designed for teams under pressure — when there's rarely time for a pause but the team clearly needs one. Together we identify where stress is entering the system, what the team can actually control, and how to shape one or two quick wins to restore flow and focus.

This isn't a fixing exercise. Teams don't need fixing. They need space to surface what's actually happening, name it without blame, and make a few deliberate choices together. Most teams leave with something they didn't have before: a shared picture of what's been hard, and one or two concrete things they can try this week.

What you leave with

  • Shared understanding of recent stressors and their sources
  • A visual timeline of where blockers entered the system
  • Team-owned actions and small experiments to try
  • A bit more clarity — and usually some relief

Fits for

  • Teams that have been running hard for too long without a pause
  • Situations where morale has dipped but nobody's named it yet
  • Managers who want to do something useful, not just performative

I'm currently piloting this workshop with a limited number of organisations. No commitment required — just a conversation to see whether the timing is right.

Interested? Let's talk
A note on fit

A note on fit

I typically work in public sector technology programmes, government organisations navigating complex delivery, and — more recently — international commercial organisations dealing with operational transitions. The common thread isn't the sector. It's that someone has looked at the situation honestly and decided they want external help that pushes back.

Next step

Not sure which fits your situation?

That's what the first conversation is for. Describe what's going on, and I'll tell you honestly whether I think I can help.

Start a conversation