Sprint2Perform embeds senior interim professionals inside the transformation programmes of large corporates: change leads, project & programme managers, Scrum Masters and Product Owners. We don’t advise from the sidelines. We get IT done.
Sprint2Perform was founded on a simple conviction: large-scale change succeeds when experienced people roll up their sleeves and stay accountable to the result. We’re a small, senior firm by design.
No account-manager layer between you and the expertise. Meet the principals.
Looking for a driven, inspiring interim professional for your project or Agile environment? With more than 15 years across software development, project and release management, and Agile transformations, Tim is a connector who switches quickly and professionally: the “firestarter” who gets the fire going in every team.
Read profile
As an experienced Change Consultant and Agile professional, I help organisations improve the way they work, strengthen the effectiveness of their teams, and deliver results predictably. By combining strategic insight with a pragmatic, hands-on approach, I create lasting change and enduring value for the organisations I work with.
Read profileBorn as a collective, after years of experience as interim professionals, tired of the polished stories and slick sales pitches of the established consultancy firms.
Sprint2Perform stands for feet in the mud: less talk, more graft. As a consultant you are a temporary extension of your client; you reach demonstrable client value fast and take work off their hands wherever you can. Time and again, ready-made blueprints get rolled out and the narrative is spun that the current organisation is inefficient. But is that really the case? Or are the consultants putting their own interests above the client’s?
At Sprint2Perform we distance ourselves from these one-size-fits-all approaches and look REALLY at the organisation and its primary objective. No one knows what is good for an organisation better than the organisation itself.
That said, iterating sometimes calls for a fresh but critical eye. Sprint2Perform can offer exactly that, drawing on years of knowledge and craft in change management, project management, software development as a whole, and the related models and frameworks.
We also believe that delivery and implementation are the proof of the advice; you cannot see the two separately. That is why our approach and method are different: grounded in a practical mindset, best practices, and experience.
So when we talk about change management, we mean guiding an intended goal through change from start to finish (with demonstrable results), with a clear focus on the success factors: the human aspects and the intended added value. That demands different skills than traditional programme and project management.
Book a no-obligation meeting if you DO want to be helped but DON’T want your whole organisation turned upside down.
Book a meetingEvery engagement is staffed by professionals who have carried the work before, not advisors who hand you a deck and leave. Here is what that looks like in practice.
Do the work, not just the ceremonies.
Certified, hands-on agilists, PSM II and SAFe SPC, who embed in your teams, lift performance, and build the maturity that keeps it there after handover.
Own the outcome.
Senior project and programme managers who bring calm and structure to complex, multi-vendor enterprise delivery, and stay accountable for the result, not the paperwork.
Take people with you.
Transformations rarely fail on the technology; they fail on the people side. We lead change end-to-end: from the first stakeholder map to the moment the new way of working is simply “how things are done here.”
From package selection to adoption.
AI implementations fail on the same three things every transformation does: a business case nobody owns, data that turns out not to be ready, and an organisation that carries on as before. This discipline rests on the three above it, which is precisely why we can carry it from first question to daily use.
No bench-warming, no padding. We start with your outcome and work backwards.
You come to us with a challenge, a role to fill, or an outcome that can’t slip.
A focused conversation to understand the programme, the context, and exactly what “done” looks like.
We put forward the senior professional whose track record fits the assignment.
Our professional starts and produces value fast: hands-on from week one, no ramp-up.
They become part of your team, transfer ownership, and leave the organisation stronger.
Every professional is enterprise-experienced. You get judgement, not just hours.
We’re measured by what ships and what sticks, not time on site.
Our people work inside your team and own the outcome, not a deck handed over from the outside.
Equally at home in the boardroom and the daily stand-up.
Tell us the outcome you need and the role you want filled. We’ll put the right senior professional on it, embedded in your team and delivering from week one.
Alongside our interim professionals we offer a set of clearly defined products, each with a fixed purpose, a concrete deliverable and a defined end. Scope and depth are always agreed with you up front, and where you want to go further, we stay on to implement the outcome.
Know where you actually stand.
A structured assessment of how your teams and organisation really work, measured against practice, not against a checklist. We observe teams, interview stakeholders and analyse delivery data to produce an evidence-based picture of maturity, plus a prioritised route forward that fits your organisation.
Delivered on agreed terms. We run this product to a scope, depth and timeline we set with you up front, tailored to your organisation, never a fixed template. Where you want to go further, we can provide additional consultancy to implement the outcome inside the organisation.
Interested in this product? We’d be glad to discuss the possibilities with you.
Discuss this productAn honest read on a programme that matters.
An independent review of a project or programme, covering scope, plan, governance, risks, team and stakeholder landscape, delivered as a decision-ready picture for the steering committee, with a concrete recovery plan where one is needed.
Delivered on agreed terms. We run this product to a scope, depth and timeline we set with you up front, tailored to your organisation, never a fixed template. Where you want to go further, we can provide additional consultancy to implement the outcome inside the organisation.
Interested in this product? We’d be glad to discuss the possibilities with you.
Discuss this productGo-live is not adoption.
A structured analysis of who your change actually affects and what each group needs in order to move, covering stakeholder map, impact per group and resistance risks, turned into an executable adoption plan with communication, training and measurable adoption targets.
Delivered on agreed terms. We run this product to a scope, depth and timeline we set with you up front, tailored to your organisation, never a fixed template. Where you want to go further, we can provide additional consultancy to implement the outcome inside the organisation.
Interested in this product? We’d be glad to discuss the possibilities with you.
Discuss this productMake delivery predictable, and provable.
We make visible how work actually flows through your teams, from throughput and cycle time to predictability and quality, and set up a dashboard that teams and management both trust, together with the improvement rhythm that acts on what it shows.
Delivered on agreed terms. We run this product to a scope, depth and timeline we set with you up front, tailored to your organisation, never a fixed template. Where you want to go further, we can provide additional consultancy to implement the outcome inside the organisation.
Interested in this product? We’d be glad to discuss the possibilities with you.
Discuss this productReporting that supports a decision.
A right-sized governance model for your programme, covering decision rights, meeting cadence and escalation paths, delivered with reporting templates and a steering dashboard that tell the board what it needs to hear rather than what it wants to hear.
Delivered on agreed terms. We run this product to a scope, depth and timeline we set with you up front, tailored to your organisation, never a fixed template. Where you want to go further, we can provide additional consultancy to implement the outcome inside the organisation.
Interested in this product? We’d be glad to discuss the possibilities with you.
Discuss this productSkill, not just certification.
Practical in-house training and coaching for Scrum Masters, Product Owners, teams and the leaders above them, built on your own cases rather than textbook examples, and followed by on-the-job coaching so the skill actually sticks.
Delivered on agreed terms. We run this product to a scope, depth and timeline we set with you up front, tailored to your organisation, never a fixed template. Where you want to go further, we can provide additional consultancy to implement the outcome inside the organisation.
Interested in this product? We’d be glad to discuss the possibilities with you.
Discuss this productEvery product below has been run inside real organisations. Replace these examples with your own client cases and quotes.
[Sector, size of organisation, number of teams. What was going wrong and why it mattered.]
[What we did, over what period, and with whom.]
[The measurable outcome, a figure if you have one.]
“Placeholder quote from the client about what the scan changed.”
[Programme under pressure: scale, vendors involved, what was at stake.]
[The review, who we spoke to, how long it took.]
[Decision taken, time or budget saved, programme back on track.]
“Placeholder quote from the sponsor about the clarity it gave.”
[Teams and roles involved, and the capability gap.]
[Training format, coaching period, who took part.]
[What changed in the way people work afterwards.]
“Placeholder quote from a participant or their manager.”
Tell us your situation and we’ll advise which product fits, or whether you’d be better served by a senior professional embedded in your team.
Plenty of organisations run every ceremony and still cannot say what will ship next month. We put experienced practitioners inside your teams, lift what they deliver, and build the maturity that holds once we hand over.
Not a framework rollout. Experienced people inside the team, doing the work alongside yours and leaving the craft behind.
In the team, not beside it.
Certified practitioners who take the role rather than advise on it. From week one they run the rhythm, clear the impediments nobody else will touch, and hold the line on quality when the pressure arrives.
Sized to you, not to the book.
A framework rolled out by the letter creates ceremony without change. We start from how your organisation actually decides, funds and delivers, then introduce only the parts that solve something real.
Craft over process.
Teams rarely need another course. They need someone who watches how the work really flows, names what is in the way, and coaches the people who can remove it, including the ones above the team.
Every meeting happens on time and nobody can still say with confidence what will be finished next month.
The teams are working hard, and the people paying for it see very little coming back.
A scaling model rolled out by the book, sitting awkwardly on top of how your organisation really decides and funds.
The role is filled, but the backlog is managed rather than steered, and value is nobody’s explicit job.
Certified practitioners, and the scars that come from carrying the work rather than reviewing it.
We would rather leave your own Scrum Masters and Product Owners stronger than stay indefinitely. That is the point of the handover, and we plan it from day one.
Tell us what your teams are stuck on. We will say honestly whether that needs a Scrum Master, a coach, or something else entirely.
Complex delivery across several vendors and a dozen agendas needs someone who owns the outcome rather than the paperwork. We bring calm, structure and a report the board can actually decide on.
From business case to benefits, grounded in PRINCE2 and IPMA practice, applied by people who have carried the accountability themselves.
Own the outcome, not the status report.
Someone has to hold the whole picture: the plan, the money, the vendors and the promise made to the board. We take that seat and stay in it until the benefits are real.
Reporting that ends in a decision.
A steering committee that debates the same slide every month is not steering. We set up the decision rights, the cadence and the reporting so each meeting produces something the programme can act on.
Back on track, then predictable.
Troubled programmes rarely need a new methodology. They need someone to establish what is actually true, make the hard calls visible, and then ship something to rebuild confidence.
The status says on track and everyone close to the work knows that it is not.
Each party delivers its own piece correctly and the whole still does not come together.
The same discussion returns every month because nobody brings the choice in a form that can be answered.
Momentum is gone, trust with it, and no one can see the route back from inside.
Formal method where it helps, judgement where the method runs out.
Method is a tool, not a religion. We use as much of it as your programme needs and no more, because governance that nobody can keep up with quietly stops being governance.
Tell us what cannot slip and where it currently stands. If a review is the sensible first step rather than a full assignment, we will say so.
Transformations rarely fail on the build. They fail on the people side: the group nobody mapped, the manager who never bought in, the new way of working that quietly lost to the old one. We lead change from the first stakeholder conversation to the point where it is simply how things are done.
Change is not a communication campaign at the end of a project. It is a discipline that runs alongside the build, with its own plan and its own measures.
Know who has to move, and why they would.
Most resistance is not stubbornness. It is a group that was never asked, or one that stands to lose something real. We map who is affected, who decides, and what each of them needs before the change reaches them.
Approval is not sponsorship.
A sponsor who signs the business case and then goes quiet is the most common single cause of a change that fades. We equip leaders and line managers to carry it visibly, and we are candid with them about what that costs in their diary.
Go-live is the start, not the finish.
The weeks after go-live decide everything, and they are usually the weeks the budget ran out. We plan for that period deliberately: support on the floor, usage measured against targets, and the change handed to someone who keeps it alive.
The system was delivered on time and people quietly kept working the way they always had.
An objection that was there from the start only became visible once it was expensive to answer.
The business case was signed, and the organisation never saw that leader stand behind it again.
The numbers that justified the investment quietly depended on a behaviour change nobody planned or measured.
Guiding an intended goal through change from start to finish, with demonstrable results.
This asks for different skills than traditional programme and project management, which is exactly why we treat it as its own discipline rather than a workstream at the end.
Tell us what has to change and who it lands on. Whether you are about to start or already stuck after a go-live, the first conversation costs you nothing but an hour.
Most AI initiatives do not fail on the model. They fail on a business case nobody owns, on data that turns out not to be ready, and on an organisation that quietly carries on as before. That is the ground we have worked for fifteen years.
We cover the whole route, from choosing the right tool to the moment people genuinely work differently. Not the model itself: the decisions and the change around it.
The right tool for the real problem.
The AI market is loud and every vendor promises the same outcome. We start from your problem, turn it into requirements, and test the options against those, including the honest question of whether AI is the answer at all. It is the same discipline we have applied to enterprise package selection for years.
From proof to production.
A working demo is not a working system. We lead the route from scope and data readiness through iteration and testing to something that actually runs in production, with governance and ownership arranged before go-live rather than after it.
The technology is rarely the problem.
This is where most AI initiatives quietly stall. People are handed a tool, nobody changes how the work is organised, and within a month everyone is back to the old way. We treat adoption as part of the implementation, not as a communication exercise afterwards.
No year-long programme before anything is visible. We work towards something that runs, and we tell you early if it should not.
Where is the real value, and where is AI mostly noise? We map the opportunities and make them concrete.
Data check and feasibility. We are honest here about what cannot be done, even when that shortens the engagement.
A small pilot with a measurable goal, on your own data and with real users rather than a demo set.
Into production, with governance, operation and ownership arranged before go-live.
Measure adoption, adjust, and hand over, so it keeps working once we have gone.
PRINCE2, IPMA-D, PSM II and SAFe SPC, earned on programmes that were not allowed to slip. AI changes the subject, not the craft.
The build and the adoption usually sit with two parties who end up pointing at each other. We carry both.
Sometimes the answer is a better process, not a model. You will hear that from us before the budget is spent, not after.
We are building our AI expertise through a structured, multi-year specialisation rather than by rebranding what we already did.
A two-year track along the three areas where AI implementations stand or fall.
We build this depth deliberately, on top of fifteen years of delivery and change experience. It is the reason we talk about data and adoption before we talk about models.
An hour of exploration usually produces a sharper picture than a month of looking around. We listen, we ask the awkward questions about data and ownership, and we say plainly where we can and cannot add value.
Are you looking for a driven and inspiring interim professional for your project or Agile environment? Then Tim is exactly who you need. Drawing on more than 15 years of experience, Tim brings deep knowledge and skill across software development, project and release management, and organisational change such as Agile transformations and adoption. Tim is a connector, approachable and able to communicate at every level, which lets him switch quickly and professionally without ever being heavy-handed.
Tim’s home turf is the space where large organisations meet new ways of working: guiding Agile and SAFe transformations, coaching teams and leadership, and keeping complex releases on the rails. He is certified to the core, holding Professional Scrum Master II, SAFe Practice Consultant, IPMA-D and PRINCE2, but what clients remember is the energy: pragmatism balanced with ambition, and clear, honest communication at every level of the organisation.
Tim is the “firestarter” who gets the fire going in every team.
“Tim consistently helped lift the team to a higher level, a rare ability to balance pragmatism with ambition.”
“Tim was a great person to work with: great collaboration and communication.”
As an experienced Change Consultant and Agile professional, I help organisations improve the way they work, strengthen the effectiveness of their teams, and deliver results predictably. By combining strategic insight with a pragmatic, hands-on approach, I create lasting change and enduring value for the organisations I work with.
As a Change Consultant specialising in project delivery and organisational and Agile transformations, I help organisations strengthen and continuously improve the way they work, with a focus on people, processes, collaboration, and results. I work closely with both the business and IT to optimise the alignment between them, improve the flow of work, and enable value-driven delivery.
I am a driven Agile professional with a strong, results-oriented mindset. I am able to get teams, initiatives, and projects on course quickly and guide them successfully towards their goals. Through my enthusiasm, strong communication skills, and a connecting approach, I create an environment in which people collaborate effectively and achieve shared objectives.
Alongside coaching and facilitating, I do not hesitate to take on operational responsibilities when needed. By contributing actively to the day-to-day work, I help remove impediments, increase the effectiveness of teams, and accelerate progress.
My most important contributions are:
My focus is on creating people-centred, pragmatic Agile environments in which teams can perform at their best, collaborate effectively, and consistently deliver valuable business results.