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Sophie Johnson

Agile Coach

Head of Delivery at JUST EAT

London, United Kingdom

Section title

Sophie Johnson's Work Experience


Agile Coach

March 2015 to September 2015

Condé Nast

Agile Coach

September 2014 to March 2015

British Gas- Connected Homes

Scrum Master

June 2014 to September 2014

Sophie Johnson's Education

University of Liverpool

BSc 1st Class Hons Computer Information Systems

2005 to 2008

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About Sophie Johnson's Current Company


Frequently Asked Questions about Sophie Johnson

What company does Sophie Johnson work for?

Sophie Johnson works for Travelex

What is Sophie Johnson's role at Travelex?

Sophie Johnson is Agile Coach

What is Sophie Johnson's personal email address?

Sophie Johnson's personal email addresses are u****[email protected], u****[email protected], and s****[email protected]

What is Sophie Johnson's business email address?

Sophie Johnson's business email addresses are not available

What is Sophie Johnson's Phone Number?

Sophie Johnson's phone +44 ** **** *275

What industry does Sophie Johnson work in?

Sophie Johnson works in the Information Technology and Services industry.

Who are Sophie Johnson's colleagues?

Sophie Johnson's colleagues are Emanuel Amiguinho, Amarpreet Sandhu, Tushar Kesare, ubaid khaliq, Tamara CIPM, James Henson, Joshua Genders, Agnes Fraczek, Pete pello, and Sam Kavanagh

About Sophie Johnson

📖 Summary

Adaptable coach and scrum master with 7 years of experience coaching new and mature agile teams and organisations across media, fintech, energy and e-commerce. Passionate about: lean principles, cultures that foster innovation and collaboration, user feedback guiding user experience and fast turnaround of value to increase ROI. Astute to team dynamics I coach to individual styles, I coach to foster a culture of curiosity. I am a strong facilitator and great team motivator.Agile Coach @ From March 2015 to September 2015 (7 months) Agile Coach @ Initially approached as a Scrum Master for the tech team, it became apparent that they needed someone to coach the organisation as a whole, with tight deadlines they had decided they needed to be agile to deliver on time. There were few people who had agile experience, I worked closely with these individuals to share education across the teams and collaborated with senior management to change the silo’d structure of the company that had become a barrier to their success. Areas of significant change- • Worked with the senior stakeholders educating them on the benefits of lean and agile methodologies and cross functional teams, which later lead to a company restructure. • Broke down political barriers within the company, removed silos and improved delivery times by encouraging and helping the company implement rapid prototyping between Product/UX/Design and Development. • Introduced a concept to cash kanban to manage delivery end to end and visualise bottlenecks preventing flow. • Coached the BA and PO functions in how to elicit requirements that could be translated into testable user stories with acceptance criteria. • Helped the UX/Design functions on incremental design for iterative delivery of features. • Gave everyone a voice in a challenging environment so their ideas could be heard. My Key Responsibilities • Coaching all aspects of the company in agile and lean principles. • Helping the company arrive at its own applications of the principles. • Acting as Scrum Master for two technical teams before re-structure, encouraging engineering best practices such as TDD and Continuous Delivery. From September 2014 to March 2015 (7 months) Scrum Master @ Connected homes is the lean startup responsible for Hive, owned by British Gas. I coached the teams responsible for smart energy report which helps customers understand their energy usage. UX was extremely important for the product. Areas of significant change- • Reintroduced a heartbeat to two scrum teams who had drifted from best practices and helped give visibility and predictability back to the product team. • Negotiated time/scope and budget for rapid prototyping and testing of ideas to encourage innovation from within the development team. • Hired several people to help grow the skills of the teams and allow them to prototype and lab test product ideas. • Helped the team deliver a beta environment so that they could begin to test concepts with real users. • Assisted in increasing customer signup significantly by giving the product team the toolset to prioritise critically so they could achieve the maximum value for minimum investment. My Key Responsibilities- • Helping the teams look critically at their process so that they can deliver a faster concept to cash turnaround. • Helping the teams remain innovative by providing the capabilities to rapidly test ideas with customers and gather quantitative and qualitative data. From June 2014 to September 2014 (4 months) Scrum Master @ I was hired at Travis Perkins to act as Coach and Scrum Master to the teams in the newly opened London office. The team were working on a legacy application written in PIC/universe (green screen technologies) and the company was rolling out an implementation of SAFe (Scaled agile framework). Areas of significant change- • Overcame the constraints that green screen technologies provide in coaching the development team on the value of using XP practices like TDD to their advantage. I also helped them realise the value of regular releases to our users and nurtured the teams ability to inspect and adapt and continuously improve. • Educated product/project team on preparing a roadmap and epics and helped them apply lean and agile principles to address bottlenecks in the system. • Coached the BA in how to write user stories containing well formed acceptance criteria with a view to making them executable when BDD was implemented. From January 2014 to June 2014 (6 months) Scrum Master @ I was hired at Lloyds as coach and scrum master to help progress their program wide digital transformation, facilitating multiple £3-5 m projects on Europes largest online banking platform. This was a particularly challenging task given the silod structure of Lloyds and the distributed nature of the teams. Areas of significant change- • Formed, lead and coached two high-performance, cross functional teams that spread across directorial and geographical boundaries in the commercial and retail banking space. • Transitioned both teams to scrum practices, when most were completely new to agile principles entirely. These teams became the first adopters of XP practices like TDD and CI in the bank. • Bridged gaps in communication between dev and test (separated geographically) using shared environments (first adopters), pairing and distributed retrospectives to continue the improvements. • Lead the first two teams to adapt the desktop site to work on mobile browser, which involved educating the business on what this meant for design and development and educating the BAs on capturing these requirements. • Heavy coaching involvement in the BA space to explain story mapping and writing and BDD acceptance criteria. • Delivered an in house A/Bn testing solution with an inexperienced team on time. From January 2013 to January 2014 (1 year 1 month) Scrum Master @ I engaged initially with the FT on a 3 month contract on their programme for a site-wide redesign and re-platforming with a team distributed across London and Romania. The initial contract was to complete a project that had overrun by 4 years and embed a process that could be maintained beyond the life of it. I was renewed twice with 6 and 12 month contracts, in both Scrum Master and Agile Program Manager capacities. Areas of significant change- • Scrum Master on the set up of 6 teams and the transitioning of 2 existing teams to agile practices at one point being scrum master to 35+ people with 15 of those people working in Romania. • Facilitated the inception and creation of a programme to virtualise environments and alleviate the contention for test environments at the FT. • In demonstrating the breakdown of initiatives and limiting WIP, I reduced cycle time from 8 to 4 weeks. • Helped evolve the product office thinking from waterfall methods to lean and agile practices, gaining trust despite strained relationships between the teams. • Assisted in the inception and implementation of a department wide transformation to a lean process for managing work using fractal kanban. From February 2011 to December 2012 (1 year 11 months) Agile Project Manager @ I engaged with ITV on a 3 month contract to introduce agile to the front end development team. On meeting the objectives of this contract I was then renewed for 3 months to work with further teams. The reach of this role had me coaching the product, design and ops team on how to work cross-functionally and collaboratively to deliver value faster. Areas of significant change- • Introduced nested kanban to the program to manage work through all functions of the team. This allowed them to plan and forecast with greater accuracy, maximize throughput of the teams using work in progress limits and recognise bottlenecks and manage them. • Better management of work through the teams meant the front end team had time to implement an idea that reduced time to market of small sites from weeks to within the day. • Introduced development into the design process through regular design reviews that closed any delay in communication between product, design and technical team. This was adopted as a standard across the program on its success. • Coached 4 ‘teams’ (including; ‘Re-platforming and virtualization team’ and the ‘Continuous Delivery and Test Automation’ team) helping all of them reduce their delivery time from several months to 2 weeks and left them as self organising teams practicing continuous improvement. From July 2010 to January 2011 (7 months) Iteration Manager @ I was asked to join their consumer technology team, which consisted of a large team of consultants in one office and long established permanent team in the other a team of 35+ with 8 product owners. The team was practising XP but their work management processes lagged behind their development practices, a key objective was to help them overcome this and embed agile practice across the team which I achieved, cutting cycle time by 2 weeks and concept to cash time significantly. From January 2010 to June 2010 (6 months) Scrum Master @ Pinesoft specialise in bespoke software development and IT solutions in the area of logistics. This was my first Scrum Master role where I coached Scrum and Kanban with the teams, facilitated all the usual associated ceremonies and produced a range of metrics and information radiators. I would also help pitch for new work by talking clients through our open and progressive way of working. From March 2009 to December 2009 (10 months) Graduate IT Analyst @ Moved through the graduate training program gaining experience in Business Analysis, Project Management, Agile Methodologies and Development. From August 2008 to December 2008 (5 months) IT Intern @ I completed a 3 month placement gaining valuable insight into the delivery and support of web based IT projects working within the areas of Network Operations and System Administration. From June 2007 to September 2007 (4 months) BSc 1st Class Hons, Computer Information Systems @ University of Liverpool From 2005 to 2008 Sophie Johnson is skilled in: Agile Methodologies, Scrum, Agile Project Management, Requirements Gathering, Kanban, Program Management, Quality Assurance, Stakeholder Management, Business Analysis, Integration, Project Management, E-commerce, Management, Software Development, XP

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In a nutshell

Sophie Johnson's Personality Type

Extraversion (E), Sensing (S), Feeling (F), Perceiving (P)

Average Tenure

0 year(s), 8 month(s)

Sophie Johnson's Willingness to Change Jobs



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