I have worked with Daniel in Seqr for three years. I consider him as a professional Agile Coach and experienced engineer who is working beyond the scope of his position. Daniel is active in every piece of the organisation aiming the common vision of the product. He is a good observer who knows how and when to provide improvements. He cares about organisational rules to be complied and creatively improves the way of working. His unique skill is an ability to visualise processes and timelines which help everyone to understand where the company is. He is always engaged during talking sessions and when it is needed - he becomes a driver of the meeting, so that the goal is achieved. Although Daniel is experienced person he is not focused on his own approaches exclusively. He remains open to improvements from colleagues leaving the space to self-organisation. Furthermore Daniel strengthens initiative in more mature teams in order to have more time and space to be present where needed most in the organization. On the other hand he never demands more than from himself. Daniel is also a motivator for others. Repeatedly he led his own technical and business initiatives. Being an authentic speaker his presentation flow always encouraged me to listen with attention.

I was a member of the same leadership group in Seqr with Daniel. I had a chance to see him working directly with two product-engineering teams and with the whole organisation. We were working closely together for 3 years. First of all, Daniel helped the aforementioned teams to reach full maturity. By 'full maturity' I mean ability of a team to: - deliver expected business value on time, - focus on outcome (business value) instead of output of their work, - autonomously plan for the upcoming product increment, - autonomously estimate what will be delivered in future, - autonomously try to remove impediments to business goals, - keep transparency high not to waste time on control mechanisms, - ask for help when needed, - inform stakeholders as soon as they identify a risk which they cannot handle on their own, - take the responsibility and pride for the product, - be self-aware, give and receive feedback internally and externally, - take this extra effort coming from internal motivation. Moreover, it needs to be emphasised that self-organization is a strategic initiative in Seqr as a response to high uncertainty and unpredictability of business surrounding. Once Daniel achieved advanced level of self-organization of the teams he was directly working with, he started to work with the whole organisation. Let me give you the three examples of how his work contributed to the overall product: 1. Daniel always put emphasis on visualising flow of value in our system. To be precise, I will remember him as a person measuring how many things are in progress versus their lead time. Needless to say, effective product organisations understand that limiting WIP allows them to deliver more value in the same unit of time ("stop starting, start finishing"), 2. Daniel always referred to end customers, what their problem was we were trying to solve and how we were trying to make profit out of it as a company. He used a tool for that called Lean Canvas which was a reference point for us. "Is that feature something which solves a problem for end customer?", "Have we just discovered a new thing about our target customers and are re-defining the problem for them with this feature?", "What have we learned about our end customers with this feature already on production?" - these were the questions which resonated in our heads. Daniel asked those questions frequently when we tried to prioritise and justify business decisions. 3. Daniel gathered data (dashboards, charts, spreadsheets) about our end customers and visualised them to understand them better. It moved our organisation towards being data-driven instead of opinion-driven which is susceptible to different kind of very expensive cognitive biases. I can fully recommend Daniel as a member of the management team to drive product in the right direction (both in business and engineering areas), ask the right questions and challenge the organisation when needed for the benefit of the product.

I have worked with Daniel in Seqr for three years. I consider him as a professional Agile Coach and experienced engineer who is working beyond the scope of his position. Daniel is active in every piece of the organisation aiming the common vision of the product. He is a good observer who knows how and when to provide improvements. He cares about organisational rules to be complied and creatively improves the way of working. His unique skill is an ability to visualise processes and timelines which help everyone to understand where the company is. He is always engaged during talking sessions and when it is needed - he becomes a driver of the meeting, so that the goal is achieved. Although Daniel is experienced person he is not focused on his own approaches exclusively. He remains open to improvements from colleagues leaving the space to self-organisation. Furthermore Daniel strengthens initiative in more mature teams in order to have more time and space to be present where needed most in the organization. On the other hand he never demands more than from himself. Daniel is also a motivator for others. Repeatedly he led his own technical and business initiatives. Being an authentic speaker his presentation flow always encouraged me to listen with attention.

I was a member of the same leadership group in Seqr with Daniel. I had a chance to see him working directly with two product-engineering teams and with the whole organisation. We were working closely together for 3 years. First of all, Daniel helped the aforementioned teams to reach full maturity. By 'full maturity' I mean ability of a team to: - deliver expected business value on time, - focus on outcome (business value) instead of output of their work, - autonomously plan for the upcoming product increment, - autonomously estimate what will be delivered in future, - autonomously try to remove impediments to business goals, - keep transparency high not to waste time on control mechanisms, - ask for help when needed, - inform stakeholders as soon as they identify a risk which they cannot handle on their own, - take the responsibility and pride for the product, - be self-aware, give and receive feedback internally and externally, - take this extra effort coming from internal motivation. Moreover, it needs to be emphasised that self-organization is a strategic initiative in Seqr as a response to high uncertainty and unpredictability of business surrounding. Once Daniel achieved advanced level of self-organization of the teams he was directly working with, he started to work with the whole organisation. Let me give you the three examples of how his work contributed to the overall product: 1. Daniel always put emphasis on visualising flow of value in our system. To be precise, I will remember him as a person measuring how many things are in progress versus their lead time. Needless to say, effective product organisations understand that limiting WIP allows them to deliver more value in the same unit of time ("stop starting, start finishing"), 2. Daniel always referred to end customers, what their problem was we were trying to solve and how we were trying to make profit out of it as a company. He used a tool for that called Lean Canvas which was a reference point for us. "Is that feature something which solves a problem for end customer?", "Have we just discovered a new thing about our target customers and are re-defining the problem for them with this feature?", "What have we learned about our end customers with this feature already on production?" - these were the questions which resonated in our heads. Daniel asked those questions frequently when we tried to prioritise and justify business decisions. 3. Daniel gathered data (dashboards, charts, spreadsheets) about our end customers and visualised them to understand them better. It moved our organisation towards being data-driven instead of opinion-driven which is susceptible to different kind of very expensive cognitive biases. I can fully recommend Daniel as a member of the management team to drive product in the right direction (both in business and engineering areas), ask the right questions and challenge the organisation when needed for the benefit of the product.

I have worked with Daniel in Seqr for three years. I consider him as a professional Agile Coach and experienced engineer who is working beyond the scope of his position. Daniel is active in every piece of the organisation aiming the common vision of the product. He is a good observer who knows how and when to provide improvements. He cares about organisational rules to be complied and creatively improves the way of working. His unique skill is an ability to visualise processes and timelines which help everyone to understand where the company is. He is always engaged during talking sessions and when it is needed - he becomes a driver of the meeting, so that the goal is achieved. Although Daniel is experienced person he is not focused on his own approaches exclusively. He remains open to improvements from colleagues leaving the space to self-organisation. Furthermore Daniel strengthens initiative in more mature teams in order to have more time and space to be present where needed most in the organization. On the other hand he never demands more than from himself. Daniel is also a motivator for others. Repeatedly he led his own technical and business initiatives. Being an authentic speaker his presentation flow always encouraged me to listen with attention.

I was a member of the same leadership group in Seqr with Daniel. I had a chance to see him working directly with two product-engineering teams and with the whole organisation. We were working closely together for 3 years. First of all, Daniel helped the aforementioned teams to reach full maturity. By 'full maturity' I mean ability of a team to: - deliver expected business value on time, - focus on outcome (business value) instead of output of their work, - autonomously plan for the upcoming product increment, - autonomously estimate what will be delivered in future, - autonomously try to remove impediments to business goals, - keep transparency high not to waste time on control mechanisms, - ask for help when needed, - inform stakeholders as soon as they identify a risk which they cannot handle on their own, - take the responsibility and pride for the product, - be self-aware, give and receive feedback internally and externally, - take this extra effort coming from internal motivation. Moreover, it needs to be emphasised that self-organization is a strategic initiative in Seqr as a response to high uncertainty and unpredictability of business surrounding. Once Daniel achieved advanced level of self-organization of the teams he was directly working with, he started to work with the whole organisation. Let me give you the three examples of how his work contributed to the overall product: 1. Daniel always put emphasis on visualising flow of value in our system. To be precise, I will remember him as a person measuring how many things are in progress versus their lead time. Needless to say, effective product organisations understand that limiting WIP allows them to deliver more value in the same unit of time ("stop starting, start finishing"), 2. Daniel always referred to end customers, what their problem was we were trying to solve and how we were trying to make profit out of it as a company. He used a tool for that called Lean Canvas which was a reference point for us. "Is that feature something which solves a problem for end customer?", "Have we just discovered a new thing about our target customers and are re-defining the problem for them with this feature?", "What have we learned about our end customers with this feature already on production?" - these were the questions which resonated in our heads. Daniel asked those questions frequently when we tried to prioritise and justify business decisions. 3. Daniel gathered data (dashboards, charts, spreadsheets) about our end customers and visualised them to understand them better. It moved our organisation towards being data-driven instead of opinion-driven which is susceptible to different kind of very expensive cognitive biases. I can fully recommend Daniel as a member of the management team to drive product in the right direction (both in business and engineering areas), ask the right questions and challenge the organisation when needed for the benefit of the product.