HiveRank (250)

Indra Books

Affiliate HiveMind Expert


"I don't think out of the box. I never got in the box in the first place." - Indra Books

In a nutshell

Use the core Agile principles and adapt them to each organisation’s unique value proposition to create lasting transformation.


Fully Available Immediately






agile coach

agile delivery

agile transformation

Business & Operational Analysis

Business Change Management & Communication

Business transformation

change strategy




Creating Teams

culture change facilitator

enterprise agility

IT Transformation



Leadership Coaching

leadership development

organisational transformation

Remote Working

Scaled Agile


scrum master

Scrum Product Owner

scrumban coach

Team Leadership


HM Expert since

Friday May 08, 2020


Originally from the U.S. with the last 20 years in Washington, DC, I am now a resident of Barcelona, Spain. I started my company Agility for All in 2019 here in Spain after consulting in DC remotely. I have worked remotely across many time zones for much of my career. The greatest span was 12 time zones at one time. As such, I didn’t realize that working on distributed teams was a challenge that organisations were facing and I love working with them to smooth out the bumps that have been created around this type of work. The reason I started my own company was to help address a need that I kept hearing over and over again – "we got certifications but it is harder than they made it seem in class. What do we do?"

Current role details

Founder and CEO of Agility for All, S.L. a small business in Barcelona, Spain focusing on consulting, coaching, and training based in Agile practices focusing on value-based change.

Indra's STAR Stories

Office-centric to 100% Remote in 3 Weeks (Reveal More OR View Full Page)

A company in Washington DC was facing a major issue with employees reporting to the office for work due to a multi-year metro-wide system upgrade that resulted in a multi-month station shutdown at the only metro station accessible to office workers. The company did not have a remote work policy. Some employees had always worked at home. Others did not, nor were they encouraged to do it. And still others had a part-time remote work schedule. The lack of a policy meant there was an inequality across the workforce regarding the privileges they were granted and it amounted to those who pushed hardest eventually got what they wanted.


Move the company from in-person work to remote work in three weeks including removing technology constraints and educating the workforce on effective collaboration techniques for remote work.


The transportation disruption provided the perfect opportunity to course correct and level set the playing field for all employees. We were able to suggest a strategy to ensure success during this temporary transportation disruption with an eye to ensuring that workers could determine their own work location and methods that best suited them at the end of the 3-month period.

We created a phased approach in advance of the metro shutdown. We helped to create a remote work policy for the company. What was expected and what was not during this temporary transition period. Then one team at a time went home. They took written instructions and their gear with them and there was a support team available by phone if they ran into any difficulties. From that point forward they worked 100% remotely.

With this advanced planning there were very few hiccups to getting a company of 50 people 100% remote. At the end of the 3-month window, the conversation about continuing remote work opportunities for those who wanted them was a lot easier.

After this, it was necessary to put a permanent, formalized remote work policy in place -one that defined remote work and how employees were expected to conduct business while working from home. We also worked with each team to ensure that they had a team communication plan that suited their style of working. Additional coaching was provided for remote collaboration techniques.


Reduction of office space by 50%

Reduction in transportation costs (an employer paid benefit) by 75%

Increased work satisfaction and employee morale

Work productivity up 25% because mental strain of commuting was reduced

How We Helped An Agency Expand Product Capabilities from 22... (Reveal More OR View Full Page)

The client, a hybrid public sector enterprise with specialist contractors, had not delivered any product solutions – beyond
urgent hot fixes – in several years. They were managing work through a spreadsheet, as they felt that other tools were an
overkill. In the leadership team’s biweekly status meetings, this group never had anything to report, and were constantly
criticized for it.


This group needed to deliver – and fast. They were failing to deliver feature sets, and some modules had been in the queue for years. Leadership was getting very impatient, and needed to see results. Team morale, of course, was very low. On the other hand, their resistance to change was quite high.


We recognized that this group needed a revamp of the way they approached their work. We encouraged them to let us help them change how they worked, and introduced them to Scrum. They were very hesitant to try something new. We asked them to give us 3 months, and if the experiment wasn’t successful at the end of that time, we would put the spreadsheet back in place.

We created a backlog of priority items, decided on two week sprints, and began generating completed work product every two weeks. We strategically scheduled the Sprint Review the day before the leadership meeting. At every meeting, they now had actions and results to report.


3 MONTHS – New Module
In three months, the team was able to build a brand new module for the product that had been sitting in queue for years.

Six months in, the team completed a full feature set release of the product, including an infrastructure overhaul.

With our help, they also expanded product capabilities from 22 to 315 locations nationwide in the US in 9 months.

How We Ushered a Public Sector Enterprise into the Digital... (Reveal More OR View Full Page)

A hybrid public sector enterprise in the US was constantly hearing from their workforce that products were always introduced as ideas, but nothing ever became of them in any reasonable amount of time. In 2017, they were still managing all their processes on paper.


It was clear that the methods used by the client were outdated. The main challenge was to differentiate between perceived and actual problems to be solved, and determine the technology and approach to be used for this particular client’s unique needs. A total digital and Agile transformation was necessary.


Normally, the client set discovery periods of several years. We convinced them to try something new and set a 3 month discovery period to determine the problem to be solved, and suitable technology available for the team’s use. At the end of discovery, we determined that Scrum would be suitable for
this case, and started two-week Sprints.

A feedback loop was created with end-users, allowing the product team to generate more needs-based user stories. This product team was also embedded in testing during the Sprints to reduce rework after the fact. The product team released new builds every 10 Sprints to keep pace with the
training time needed for the field to adopt new virtual work habits.

  • The first version of the product was released within 6 months, providing the most critically necessary features. This reduced the time to delivery by at least 2.5 years.
  • The workforce reported that the first two releases of the product reduced their work time by as much as 50%.
  • Rework was reduced by 75% in just two releases.
  • After the first two releases, 30% of the features were changed or removed. With the feedback loop, the feature sets increased, and in the fourth release, no features were deemed non-essential.


How a 15-Year Old Company Re-engineered Its Business Processes (Reveal More OR View Full Page)

I was working with a software development team at a client. One day, their business development team approached me and
said “This Agile stuff isn’t for us right? Is it just for developers?”


After some discussion, we found that the problem they were trying to solve was their proposal re-work time. The process they were using, which was very standard to
proposal teams, was causing massive amounts of content to be rewritten due to miscommunications on direction.


We conducted an Agile 101 workshop to introduce the non-IT teams to the Agile manifesto and then looked at the 12 principles to see how they could
work for this business development team.

We changed how they approached proposals, starting with a storyboard that outlined the critical factors and themes. We then worked through the elements of the request for proposal. This was all translated into a backlog, from which anyone with the bandwidth and knowledge could pull items
and start working on them.

The storyboard and backlog not only showed the team’s priorities clearly, but also allowed them to eliminate work silos and shave several days off
the process work time.


In three months:

  • The business development department now had a mechanism to take on short turn around bids that they couldn’t before, increasing their output volume by 20%.
  • Agile became a mindset accepted across all departments in the organisation, not just in IT.
  • The time to complete a work product was reduced by several days, with over 50% less rewriting.

Industry Experience

Government and Public Services


Business Services


Aerospace and Defence

Transport and Logistics

regional Experience


Central America


North America

South America