Andrew Burrows
Managing Director & Transformation Practice Leader at Brand Publis- Claim this Profile
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Bio
Stephanie Kuan
Andrew and I crossed paths as my organization was pivoting towards a new strategy. It is clear his passion is in agile transformation; addressing process, strategy and cultural changes. Despite not being his core role at IBM at the time, Andrew guided me as a mentor on aligning roadmap execution with transformation; ensuring we did not impact tight timelines with the transformation.
Bill Higgins
I met Andrew in the mid-2010s when I was on the IBM Design Core Team and we were working to reconcile design thinking with Agile. At the time, many IBMers assumed that they were incompatible and so you had to choose one or the other. We met Andrew who was a key leader in the CIO’s office Agile transformation and found him to be an excellent partner in navigating both the conceptual underpinnings of the problem but also the ability to concretely run experiments with teams. He’s got that very rare combination of deeply understanding the theory underlying how one drives cultural transformations while also being able to discuss the goals and steps to leaders in terms that are meaningful, motivating, and contextualized to them. I wholeheartedly recommend Andrew for any initiative involving intentional transformation of culture and practices towards greater agility, healthier culture, etc.
Stephanie Kuan
Andrew and I crossed paths as my organization was pivoting towards a new strategy. It is clear his passion is in agile transformation; addressing process, strategy and cultural changes. Despite not being his core role at IBM at the time, Andrew guided me as a mentor on aligning roadmap execution with transformation; ensuring we did not impact tight timelines with the transformation.
Bill Higgins
I met Andrew in the mid-2010s when I was on the IBM Design Core Team and we were working to reconcile design thinking with Agile. At the time, many IBMers assumed that they were incompatible and so you had to choose one or the other. We met Andrew who was a key leader in the CIO’s office Agile transformation and found him to be an excellent partner in navigating both the conceptual underpinnings of the problem but also the ability to concretely run experiments with teams. He’s got that very rare combination of deeply understanding the theory underlying how one drives cultural transformations while also being able to discuss the goals and steps to leaders in terms that are meaningful, motivating, and contextualized to them. I wholeheartedly recommend Andrew for any initiative involving intentional transformation of culture and practices towards greater agility, healthier culture, etc.
Stephanie Kuan
Andrew and I crossed paths as my organization was pivoting towards a new strategy. It is clear his passion is in agile transformation; addressing process, strategy and cultural changes. Despite not being his core role at IBM at the time, Andrew guided me as a mentor on aligning roadmap execution with transformation; ensuring we did not impact tight timelines with the transformation.
Bill Higgins
I met Andrew in the mid-2010s when I was on the IBM Design Core Team and we were working to reconcile design thinking with Agile. At the time, many IBMers assumed that they were incompatible and so you had to choose one or the other. We met Andrew who was a key leader in the CIO’s office Agile transformation and found him to be an excellent partner in navigating both the conceptual underpinnings of the problem but also the ability to concretely run experiments with teams. He’s got that very rare combination of deeply understanding the theory underlying how one drives cultural transformations while also being able to discuss the goals and steps to leaders in terms that are meaningful, motivating, and contextualized to them. I wholeheartedly recommend Andrew for any initiative involving intentional transformation of culture and practices towards greater agility, healthier culture, etc.
Stephanie Kuan
Andrew and I crossed paths as my organization was pivoting towards a new strategy. It is clear his passion is in agile transformation; addressing process, strategy and cultural changes. Despite not being his core role at IBM at the time, Andrew guided me as a mentor on aligning roadmap execution with transformation; ensuring we did not impact tight timelines with the transformation.
Bill Higgins
I met Andrew in the mid-2010s when I was on the IBM Design Core Team and we were working to reconcile design thinking with Agile. At the time, many IBMers assumed that they were incompatible and so you had to choose one or the other. We met Andrew who was a key leader in the CIO’s office Agile transformation and found him to be an excellent partner in navigating both the conceptual underpinnings of the problem but also the ability to concretely run experiments with teams. He’s got that very rare combination of deeply understanding the theory underlying how one drives cultural transformations while also being able to discuss the goals and steps to leaders in terms that are meaningful, motivating, and contextualized to them. I wholeheartedly recommend Andrew for any initiative involving intentional transformation of culture and practices towards greater agility, healthier culture, etc.
Credentials
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IBM Agile Achiever
IBMNov, 2016- Nov, 2024 -
IBM Agile Thought Leader
IBMNov, 2016- Nov, 2024 -
CSP
Scrum AllianceOct, 2014- Nov, 2024 -
PMI-ACP
Project Management InstituteFeb, 2014- Nov, 2024 -
CSPO
Scrum AllianceDec, 2013- Nov, 2024 -
PSM-I
Scrum.orgJan, 2011- Nov, 2024
Experience
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Brand Publis
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United States
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Advertising Services
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1 - 100 Employee
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Managing Director & Transformation Practice Leader
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Nov 2022 - Present
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Organizational Transformation Consultant
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Nov 2022 - Present
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Agile Marketing Alliance
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United States
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Industry Associations
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1 - 100 Employee
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Strategic Advisor
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May 2022 - Present
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IBM
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United States
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IT Services and IT Consulting
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700 & Above Employee
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Ecosystem Experience Lead, IBM Marketing
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Aug 2021 - Nov 2022
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Agile Marketing Leader
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Jan 2017 - Sep 2021
Transforming how over 6,500 marketing and digital sales professionals in 30+countries work, increasing marketing sourced revenue 5 points, engagement 18points and agile health 10.5 points over 2 years.Assess transformation health- created and scaled an industry-first system fordiagnosing and optimizing the health of the organization and its individual unitsGuide organizational design- managed the colocation of 2,000+ employees into6 strategic locations and informed individual team constructsBuild a central enablement strategy- established a maturity model to map theappropriate support model and priorities to each area of the organizationEstablish a coaching function- own the coaching model, designing the services,and setting the standards; successfully evolving centralized coaching to a paidconsumption-based model while empowering designated partners from acrossthe business to scale transformation while controlling costs.Empower leaders- Established an executive management system to actionorganizational impediments or opportunities surfaced through Agile HealthScale servant leadership- Trained over 1,000 marketing leaders- including CSuiteand senior executives- through radical, immersive, experiences;Train the organization- built and executed online and in-person programs andonline publications contributing to a 2-fold increase in learning hours Show less
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Agile Methods Lead
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Mar 2015 - Dec 2016
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Scrum Master
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Feb 2013 - Mar 2015
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General Assembly
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United States
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Higher Education
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700 & Above Employee
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Instructor
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Jan 2012 - Dec 2015
Ran 53 classes averaging 15 students representing all organizational levels from interns to C-Suite; and, Companies taking part in the classes included American Express, Aecom, Tiffany, Microsoft, Sesame Street etc. Ran 53 classes averaging 15 students representing all organizational levels from interns to C-Suite; and, Companies taking part in the classes included American Express, Aecom, Tiffany, Microsoft, Sesame Street etc.
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Large Animal Games
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United States
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Computer Games
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1 - 100 Employee
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Managing Producer
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Aug 2007 - Feb 2013
Project management, product development, social and mobile development. Team management, training and development. Hiring and talent acquisition. Project management, product development, social and mobile development. Team management, training and development. Hiring and talent acquisition.
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Travellers Tales
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Computer Games
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1 - 100 Employee
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Producer / Designer
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2003 - 2007
Producer for international release of “Transformers: The Movie” on multiple next-generation gaming consoles Associate Producer/Designer for international release of “The Chronicles of Narnia: The Lion, The Witch and The Wardrobe” on multiple gaming consoles Producer for international release of “Transformers: The Movie” on multiple next-generation gaming consoles Associate Producer/Designer for international release of “The Chronicles of Narnia: The Lion, The Witch and The Wardrobe” on multiple gaming consoles
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Designer
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2001 - 2004
Titles developed include “Harry Potter and the Sorcerer’s Stone”, “Mace Griffin: Bounty Hunter” and “Battlestar Gallactica”. Selected as an ambassador for the company to attend Buckingham Palace to meet H.R.H. Queen Elizabeth II. Titles developed include “Harry Potter and the Sorcerer’s Stone”, “Mace Griffin: Bounty Hunter” and “Battlestar Gallactica”. Selected as an ambassador for the company to attend Buckingham Palace to meet H.R.H. Queen Elizabeth II.
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Rebellion
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United Kingdom
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Computer Games
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300 - 400 Employee
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Designer / Artist
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2001 - 2001
Developed “Rainbow Six: Lone Wolf”. Developed “Rainbow Six: Lone Wolf”.
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Designer
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1999 - 2001
Titles developed include “MTV Music Generator 2” and “Manic Miner”. Titles developed include “MTV Music Generator 2” and “Manic Miner”.
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Network Analyst
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1998 - 1999
Novell network administration. Telephone network administration. Novell network administration. Telephone network administration.
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Education
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1999 - 2001
University of Wales
Business and I.T., Business & I.T.
Community
