Agile Delivery Lead and Iteration Manager with 15+ years running technology delivery for Suncorp, Mirvac, Lendlease, PwC and Qantas. Now opening up that experience as an agile implementation consultancy.
Standing up agile ways of working inside complex, multi-vendor programmes — from greenfield builds to regulated, high-stakes transitions.
Hands-on facilitation and mentoring for Scrum Masters and Iteration Managers building confidence with ceremonies, backlog and stakeholders.
Building Claude AI and Power BI-driven reporting straight from Jira — real-time visibility on risk, burn and team health for leadership.
Building psychologically safe teams that raise risk early, challenge scope constructively, and sustain pace without burning out.
Leading agile delivery for Western Sydney Airport's greenfield biometric passenger platform across a multi-vendor squad.
Ran ceremonies for a 20-engineer squad through Suncorp's divestment of its banking infrastructure to ANZ.
Led test capability and defect triage across the Strategic Reinsurance Initiative and Bank Transition Project.
Built agile delivery from scratch for Australia's first large-scale owner-operated BTR portfolio — 5,000+ apartments, $1.8bn value.
Directed a squad of 20 delivering Lendlease's first internally developed product. Won the Australian and Global Customer Excellence Awards.
Established the QA function and Scrum ceremonies for PwC's multi-tenant Productivity Hub platform.
Led QA across the Qantas Points app, Wine Club, Golf platform and MFA rollout, stepping into Scrum Master duties as needed.
Mirvac was entering Build to Rent, a model with no existing internal playbook, targeting 5,000+ apartments and $1.8bn in end value. There was no agile practice to inherit — it had to be built alongside the product itself.
Introduced the full ceremony suite from the ground up, standardised how the team wrote and estimated stories, and ran quarterly inception sessions to keep scope and risk aligned as the platform scaled. Self-taught Power BI to give stakeholders their own view of progress rather than waiting on manual updates.
A repeatable delivery rhythm stakeholders could see into directly, running alongside a second concurrent initiative (Cyber Enhancements) without losing pace on either.
Suncorp's divestment of its banking infrastructure to ANZ was a regulatory-driven, nationally significant programme — a 20-engineer infrastructure squad, six concurrent stakeholder groups, and no tolerance for delivery slippage.
Introduced Sprint Lock Sessions, a structured pre-sprint alignment step where stakeholders confirmed scope together before commitment rather than renegotiating mid-sprint. Built a Power BI resourcing capacity model to plan ahead of demand instead of reacting to it.
Fewer mid-sprint scope disruptions, and the capacity model was later adopted by the Portfolio Management Office for use beyond this programme.
Turn a backlog, team capacity and a fixed date into a release plan you can defend in a steering committee.
Score, rank and re-order work with a transparent prioritisation model your stakeholders can actually interrogate.
I'm Ryan Todd, an Agile Delivery Lead and Iteration Manager based in Sydney. Over 15+ years I've led delivery across financial services, construction technology, aviation and real estate — for Suncorp, Mirvac, Lendlease, PwC and Qantas Loyalty.
My focus is the same wherever I land: give teams structure and momentum, remove what's blocking them, and build the kind of culture where people raise problems early instead of hiding them. I'm now opening that experience up as an independent agile implementation consultancy, alongside continuing to lead delivery in permanent roles.
Embedded, hands-on support billed by the day — useful for filling a delivery gap or running a discrete piece of work inside your team.
A scoped engagement with clear deliverables and cost agreed up front — well suited to an assessment, a transformation sprint, or standing up a new practice.
Lighter-touch, recurring support for teams that need a steady hand and outside perspective rather than a full-time presence.
Delivery health assessment — a clear-eyed read on where ceremonies, backlog and reporting are breaking down, and what to fix first
Hands-on ceremony facilitation — running or coaching Scrum/Iteration Manager duties day to day
Backlog & story-writing uplift — setting team standards for stories, acceptance criteria and estimation
AI-augmented delivery reporting — Power BI and Claude AI tooling built from your live Jira data
Agile coaching — upskilling engineers and stakeholders who are new to structured agile
Team culture work — building the psychological safety that lets a team surface risk early
Yes. I'm currently in a permanent delivery role and open to hearing about others, while also taking on consulting engagements alongside it. Happy to talk through either.
Financial services, construction technology, real estate and aviation — most recently banking (Suncorp), Build to Rent property (Mirvac), construction tech (Lendlease) and airport technology (Intelligent Pathways).
Flexible, depending on what the engagement needs. I've worked all three ways and can scope this with you upfront.
It varies — scoped per engagement, from a focused assessment through to a longer embedded transformation. There's no fixed minimum or maximum.
Both. I work with whatever your team already runs on (Jira, Confluence, Azure DevOps and similar), and can also build reporting on top of it — the Power BI and Claude AI-driven delivery reporting I use in my own roles.
Whether you're a hiring manager after a delivery lead or a team that needs its agile practice rebuilt from the ground up, I'd like to hear about it.
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