The Agile Enterprise Coach is a senior, enterprise‑level role within Haleon’s Digital & Technology (D&T) organisation, accountable for shaping how Agile operates as a coherent, outcome‑driven system across the enterprise.
The role focuses on leadership behaviours, system flow, ways of working and decision‑making, rather than team‑level Agile execution. It works with senior business and D&T leaders to ensure Agile is applied consistently, pragmatically and at scale, aligned with portfolio planning, governance, finance and delivery excellence.
The Agile Enterprise Coach plays a critical role in moving the organisation from isolated Agile practices to a joined‑up operating model that improves predictability, value delivery and organisational learning.
Role purpose
To enable D&T to operate as an enterprise‑scale Agile system, by coaching leaders, improving flow and alignment, and ensuring Agile ways of working drive real business outcomes, not just local delivery efficiency.
Key Accountabilities
The Agile Enterprise Coach is accountable for:
Uplifting Agile maturity at enterprise level, beyond individual teams
Coaching senior leaders to adopt Agile mindset, behaviours and decision patterns
Ensuring Agile operates coherently at scale, aligned to portfolio, governance and finance models
Improving flow, predictability and value delivery across the D&T system
Embedding a learning‑driven, improvement culture grounded in evidence and outcomes.
Key Role & Responsibilities
1. Enterprise Agile Maturity & System Design
Drive the maturity of Agile ways of working across D&T, focusing on the whole delivery system rather than individual teams.
dentify systemic impediments to flow, predictability and value delivery.
Help D&T evolve from fragmented Agile adoption to a coherent enterprise operating model.
2. Leadership Coaching & Behaviour Change
Coach senior business and D&T leaders to adopt Agile‑aligned leadership behaviours.
Support leaders in shifting from activity‑ and control‑based management to outcome‑, flow‑ and value‑driven decision‑making.
Create constructive challenge and psychological safety to enable meaningful change.
3. Agile Ways of Working at Scale
Ensure Agile principles and practices are applied consistently and appropriately at scale, without dogma.
Support clarity on how Agile integrates with Waterfall, hybrid delivery, portfolio planning, financial governance and assurance.
Guard against fragmented or “cargo‑cult” Agile adoption.
4. Value, Outcomes & Predictability
Ensure Agile delivery is strongly connected to business outcomes and value, not just pace or throughput.
Help leaders and teams articulate, inspect and adapt based on value delivered.
Challenge delivery models that optimise locally but undermine enterprise outcomes.
5. Portfolio, Flow & Demand Management Enablement
Coach leaders to understand and manage flow across the system (demand, capacity, dependencies, bottlenecks).
Support enterprise prioritisation, sequencing and WIP management conversations.
Align Agile delivery with portfolio and investment decision‑making.
6. Capability Development & Community Uplift
Uplift capability across Scrum Masters, Agile Coaches, Product, Delivery and Technology leaders.
Support and mentor communities of practice to improve consistency and shared learning.
Act as a senior role model for Agile leadership within D&T.
7. Metrics, Insight & Learning Culture
Promote use of meaningful Agile and flow metrics to drive learning and improvement, not reporting theatre.
Help leaders interpret metrics such as predictability, flow efficiency and outcomes.
Embed a culture of experimentation, inspection and adaptation.
8. Transformation & Change Enablement
Support major change and transformation initiatives using Agile principles suited to scale and complexity.
Help leaders navigate ambiguity and evolving strategy through iterative learning and feedback loops.
Ensure ways of working evolve as Haleon’s context, strategy and maturity change.
What good looks like
Leaders make decisions aligned to Agile principles and enterprise flow
Agile delivery is predictable and outcome‑driven, not just busy
Portfolio planning and Agile execution are aligned
Teams optimise for value, not local velocity
Metrics are used for learning, not compliance
D&T operates as a coherent delivery system
Qualifications & skills
Essential
8 - 13 years of deep experience in Agile, technology delivery and enterprise transformation
Proven experience coaching senior leaders in Agile and systems thinking
Strong understanding of scaling Agile in complex, matrixed organizations
Ability to diagnose system‑level issues and enable sustainable change
Strong facilitation, coaching and influencing skills
Preferred
Experience working in large Digital or Technology organisations
Exposure to portfolio management, financial governance and delivery assurance
Relevant Agile or coaching certifications (e.g. SAFe SPC, ICAgile, Scrum@Scale, systems coaching)
Experience operating across both business and technology leadership.
