Nicolas Stampf, BP2I

Nicolas Stampf works with BP2I, a joint venture of IBM and BNP Paribas. He is a lean coach in IT Operations with a developing interest in creating respectful change in organizations using strength-based principles. He has mostly facilitated transversal kaizen workshops (business-developers-operations) where he helped teams (re)communicate and thereby solve the problems that prevented the whole process from functioning properly. Follow Nicolas on Twitter.

Jeromy Markwort, Pacific Northwest Natio...

Jeromy Markwort has been working in IT for close to 15 years and is currently leading Pacific Northwest National Laboratory’s Lean IT initiative. He has a degree in Industrial Technology from Cal Poly SLO and has enjoyed getting back to process improvement and leveraging his manufacturing background to improve processes in IT.

Michael Jones, eBay

Michael leads a team serving eBay’s continental European markets with content management, content strategy, tools & process expertise. Our content enables the business to inspire, advise and engage buyers and sellers, maintaining consistency across markets and languages. Formally, Michael worked for over decade in customer service, gaining frontline experience as an agent, process and project management and building up and running a European team of specialists looking after eBay’s online self service. Michael is based in...

An IT manager goes to the gemba to engag...

How do you know if your teams and managers are aligned with your objectives? How do you get your teams to progress and better serve their users? An IT production manager at BNP Paribas will explain his challenge with involving his first-line managers in this process, and what he learned along the way.

Daniel Breston, Qriosity Limited

Workshop: IT going slow, reputation poor, service partners not delivering?  Have you tried to lean your IT Service Management? Your budget is 30% Development and the rest keeping things running with a mix of internal and external IT teams. Your Service Desk does not add value as no one is paid to call them but you do get a lot of calls for help to fix or make a request. You are struggling to maintain compliance or introduce robust disaster continuity. Your PMO and Dev teams struggle to work with the Operations teams. Your SLAs are worthless. Any of this sound...