Every week day, Certified Scrum Master, Agile Coach and business consultant Vasco Duarte interviews Scrum Masters and Agile Coaches from all over the world to get you actionable advice, new tips and tricks, improve your craft as a Scrum Master with daily doses of inspiring conversations with Scrum Masters from the all over the world. Stay tuned for BONUS episodes when we interview Agile gurus and other thought leaders in the business space to bring you the Agile Business perspective you need to succeed as a Scrum Master.
Some of the topics we discuss include: Agile Business, Agile Strategy, Retrospectives, Team motivation, Sprint Planning, Daily Scrum, Sprint Review, Backlog Refinement, Scaling Scrum, Lean Startup, Test Driven Development (TDD), Behavior Driven Development (BDD), Paper Prototyping, QA in Scrum, the role of agile managers, servant leadership, agile coaching, and more!
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BONUS: Never Stop Experimenting—Building a Culture of Continuous Discovery | Stavros Stavru
samedi 21 juin 2025 • Durée 31:11
BONUS: Never Stop Experimenting—Building a Culture of Continuous Discovery with Stavros Stavru
In this BONUS episode, we dive deep into the world of continuous experimentation with Stavros Stavru, Ph.D. in Organizational Transformations and founder of EdTech ventures AhaPlay and The Caringers. Stavros shares insights from his latest book "Never Stop Experimenting" and reveals how teams can maintain their discovery mindset while balancing the pressures of delivery.
The Exploration-Exploitation Dilemma
"What would we choose? What we know, and try to exploit? Or go for something new, and better than we currently have?"
Stavros introduces us to one of the fundamental challenges facing modern teams: the tension between exploration and exploitation. He explains how teams often start with an exploration mindset, focused on solving real problems through discovery. However, over time, there's a natural shift from discovery to delivery, and teams forget the importance of continued exploration. The title "Never Stop Experimenting" serves as an anchor for teams to remember the value of maintaining their experimental approach even when delivery pressures mount.
Born from a Decade of Practice
"All the techniques that I describe in the book were born during 10 years of practice."
The book isn't theoretical - it's grounded in real-world application. Stavros shares how every technique and framework in "Never Stop Experimenting" emerged from his extensive hands-on experience working with teams over a decade. This practical foundation ensures that readers get battle-tested approaches rather than untested concepts.
Software Development as Incremental Experiments
"Experimentation requires a creative process."
Stavros addresses a common challenge: while teams understand the benefits of experimentation and want to experiment, they often face management resistance that ultimately demotivates the team. He emphasizes that viewing software development as a series of incremental experiments isn't just beneficial - it's absolutely necessary for teams to remain innovative and responsive to changing needs.
The Fatware Matrix: Putting Products on a Diet
"The challenge: how do you convince the business that you need to spend some time removing features?"
One of the book's standout concepts is "The Fatware Matrix," which helps Product Managers recognize when their product is becoming bloated. Stavros introduces a practical tool combining the Kano framework with maintenance cost analysis to illustrate the true cost and impact of maintaining old features. This approach helped one team successfully remove features from their software, with stakeholders later commenting, "Now this is more transparent for us." The key is managing feature creep and software bloat before they become overwhelming.
The NSE Ratio: Optimizing Experimentation Rhythm
"It's when we try something new that we learn what works. We need to change something on a regular basis."
The NSE (Never Stop Experimenting) Ratio measures how long teams wait before introducing new approaches or experimenting with their processes. Stavros explains how teams should define their NSE ratio as part of their team agreements, establishing a regular cadence for trying new things. This systematic approach ensures that learning and adaptation become embedded in the team's rhythm rather than happening sporadically.
Building a Safe-to-Fail Culture
"Speak of your own failures. When we show our failures as leaders, we show the team that they can run their own experiments."
Creating a truly safe-to-fail environment requires leaders to model vulnerability and transparency about their own mistakes. Stavros emphasizes that leaders must give the example by sharing their failures openly, which gives permission for the rest of the organization to take risks and learn from their own experiments. This leadership modeling is crucial for establishing psychological safety around experimentation.
About Stavros Stavru
Stavros is a Ph.D. in Organizational Transformations and a leading voice in Agile coaching, leadership, and soft skills. Founder of EdTech ventures AhaPlay and The Caringers, he has delivered over 800 trainings and authored Never Stop Experimenting, a powerful toolkit for continuous improvement across teams and organizations.
The Product Owner Mindset in Construction | Luca Cotta Ramusino
vendredi 20 juin 2025 • Durée 17:41
Agile in Construction: Why Construction Teams Need Product Owner Thinking with Luca Cotta Ramusino
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
The Great Product Owner: The Customer Value Detective
Luca discovered that applying the Product Owner role in construction requires thinking like a customer and understanding that "it's the customer that defines what value is." The great Product Owner in construction acts as a customer value detective, constantly asking "which task out of these is going to move the yardstick?" They ensure that work always serves a customer—if you can't identify your customer, you should stop and find one. This mindset transforms how construction teams approach their daily huddles and project planning, viewing everything through the lens of customer value rather than just task completion.
The Bad Product Owner: The Waste Accumulator
The bad Product Owner in construction fails to eliminate waste from processes, allowing non-value-adding activities to persist simply because "that's how we've always done it." They struggle to have candid conversations with customers and fail to tease out real requirements. Instead of transforming language into customer reality, they ask customers directly "what they want" without understanding that customers are better at identifying what they don't want than articulating what they need. This approach leads to projects that complete tasks without delivering real value.
Self-reflection Question: Can you clearly identify the customer for every piece of work your team performs, and how do you ensure that work truly moves the project toward completion?
[The Scrum Master Toolbox Podcast Recommends]
🔥In the ruthless world of fintech, success isn’t just about innovation—it’s about coaching!🔥
Angela thought she was just there to coach a team. But now, she’s caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn’t just about the product—it’s about the people.
Breaking Free from Zombie Scrum | Stuart Tipples
lundi 9 juin 2025 • Durée 15:14
Stuart Tipples: From Zombie Scrum to Agile Thinking—Learning from a Failed Transformation
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
Stuart shares a powerful story about joining a team that appeared to be thriving with Scrum ceremonies in place, only to discover they were performing "zombie scrum" - going through the motions without embracing agile thinking. The team functioned as a feature factory, never questioning requirements or truly collaborating. Stuart learned that agile isn't about what you do, but how you and the team think. He emphasizes that frameworks are just guardrails; the real focus must be on coaching people in agile values and principles. His key insight: know the rules before you break them, and remember that no amount of ceremony can rescue a team that lacks the agile mindset.
Self-reflection Question: Are your team's agile ceremonies creating real value and fostering collaboration, or are you simply going through the motions of "performative theatre"?
[Scrum Master Toolbox Podcast Recommends]
🚀 Global Agile Summit 2025
Join us in Tallinn, Estonia, from May 18th – 20th, 2025, for an event that will inspire, challenge, and equip you with real-world Agile success stories.
🌍 Connect with global Agile leaders.
💡 Learn practical strategies for impact.
🔥 Break free from Agile fatigue and become a Pragmatic Innovator
Stuart is an Agilista, a coach, Scrum Master, agile delivery. A husband, Dog Dad, and as Star Wars nerd. Positive disruptor. Passionate about helping teams and individuals build and ship awesome products to their customers. Stuart also blogs at
The No-Scroll Bar Rule—Empowering PO’s Through Constraints | Joel Bancroft-Connors
vendredi 6 juin 2025 • Durée 19:17
Joel Bancroft-Connors: The No-Scroll Bar Rule—Empowering PO’s Through Constraints
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
The Great Product Owner: The Collaborative Innovator
Joel describes an exceptional Product Owner scenario at a large insurance organization where complementary skills created magic. Working with two different people - a business expert who understood insurance but lacked development knowledge, and a designer with user experience expertise - Joel suggested the designer take on the Product Owner role while collaborating closely with the business person.
This collaboration between complementary skills produced outstanding results. The great Product Owner understood that their role wasn't to control every detail but to unleash developer creativity by providing problems and context rather than prescriptive solutions. Joel's approach of "give the developers a problem and a canvas" allowed the team to innovate while staying focused on customer needs. This Product Owner fostered innovation rather than preventing it, demonstrating how effective collaboration can transform product development.
The Bad Product Owner: The Business Analyst That Couldn’t Let Go
Joel identifies a problematic anti-pattern: the Business Analyst who transitions to Product Owner but can't abandon their documentation-heavy approach. While Business Analysts can make excellent Product Owners with proper support, those who insist on documenting everything create communication bottlenecks and slow down delivery. This creates a "telephone game" effect between the BA/PO and developers. Joel encountered one such individual who would declare "the developers can't do that" without giving them the opportunity to explore solutions.
Following his "no-scroll bar rule" for documentation, Joel emphasizes that Product Owners should provide just enough information to enable developer creativity, not overwhelming detail that stifles innovation. When the problematic BA was replaced with someone who understood customers and trusted developers, the team's innovation flourished.
Sustainable Value—Redefining Success Beyond Profit | Joel Bancroft-Connors
jeudi 5 juin 2025 • Durée 17:24
Joel Bancroft-Connors: Sustainable Value—Redefining Success Beyond Profit
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
Joel has evolved his definition of Scrum Master success over time, moving beyond traditional metrics to focus on what truly matters: sustainable value delivery. While Agile principles clearly state the goal of delivering value continuously, Joel emphasizes that success isn't just about making profit - it's about creating sustainable profit through sustainable processes and people practices. He challenges Scrum Masters to consider their "people sustainability metric" and asks whether their approach supports long-term team health and organizational resilience. Joel's definition encompasses three pillars: delivering sustainable value, maintaining sustainable processes, and ensuring sustainability for people. This holistic view of success requires Scrum Masters to think beyond immediate outcomes and consider the long-term impact of their practices.
Self-reflection Question: What is your people sustainability metric, and how are you measuring whether your Scrum practices support long-term team and organizational health?
Featured Retrospective Format for the Week: Back to Basics
Joel advocates for returning to the foundational retrospective format outlined in "Agile Retrospectives" by Derby and Larsen. Rather than getting caught up in complex or creative retrospective techniques, he emphasizes the power of following the basic steps: set the stage, gather data, generate insights, decide what to do, and close the retrospective. Joel stresses that there's an important arc to retrospectives that shouldn't be overlooked. By taking time to properly gather data and following the structured approach from the agile retrospectives book, teams can achieve more meaningful and actionable outcomes. Sometimes the most effective approach is simply executing the fundamentals exceptionally well.
The 90-Day Rule—Building Trust Before Disrupting the Status Quo | Joel Bancroft-Connors
mercredi 4 juin 2025 • Durée 14:20
Joel Bancroft-Connors: The 90-Day Rule—Building Trust Before Disrupting the Status Quo
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
Joel shares his first experience as a CSM at a traditional hard drive manufacturing company, where he learned the art of patient change management. Tasked with bridging the gap between a rigid mothership company and their agile startup division, Joel discovered the power of focusing on principles rather than processes. For six months, he concentrated on creating transparency and shifting focus from status reporting to "getting to done" without ever mentioning Scrum or Agile.
His approach followed what he calls the 90-day rule: "In the first 90 days - do no harm, but then have a plan to do something." By listening first and building trust, Joel helped the team deliver a product in just three months. He emphasizes the importance of making people feel valued and using "future perfect thinking" to envision desired outcomes before introducing change.
Self-reflection Question: Are you rushing to implement changes, or are you taking time to build trust and understand the current state before introducing new practices?
[Scrum Master Toolbox Podcast Recommends]
🚀 Global Agile Summit 2025
Join us in Tallinn, Estonia, from May 18th – 20th, 2025, for an event that will inspire, challenge, and equip you with real-world Agile success stories.
🌍 Connect with global Agile leaders.
💡 Learn practical strategies for impact.
🔥 Break free from Agile fatigue and become a Pragmatic Innovator
[Scrum Master Toolbox Podcast Recommends]
How Performance Reviews Killed a Great Agile Team | Joel Bancroft-Connors
mardi 3 juin 2025 • Durée 12:52
Joel Bancroft-Connors: How Performance Reviews Killed a Great Agile Team
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
Joel tells the story of a team caught in the crossfire of a poorly executed large-scale agile transformation. While the CTO championed going agile, they quickly checked out, leaving the organization without clear direction or understanding of why they were adopting agile practices. The company measured success through output metrics like "number of teams trained" rather than meaningful outcomes. Joel worked with an exceptional team that had built their own collaborative workspace and was performing well, but external forces kept pulling them out of flow. Performance reviews created internal conflict, leading team members to focus on individual success rather than collective achievement. The team ultimately fell into their own traps, with everyone "focusing on themselves and throwing others under the bus." Joel recommends balancing performance evaluations with 50% team-based and 50% individual metrics to prevent this destructive pattern.
Self-reflection Question: Does your team truly understand why they are using Scrum, or are they just going through the motions of the framework?
Featured Book of the Week: Start with Why by Simon Sinek
Joel credits Simon Sinek's "Start with Why" as a transformational influence on his coaching approach. The book's central principle that "people don't buy what you do, they buy why you do it" fundamentally changed how Joel teaches Scrum. He realized he had been teaching Scrum incorrectly by focusing on the mechanics rather than the purpose. Now Joel listens to this book annually and has shifted his focus to helping teams and organizations understand why Scrum matters and why it's important. This shift from teaching the "what" to emphasizing the "why" has made his coaching significantly more effective and meaningful.
When Great Scrum Masters Fail—The Hidden Cost of Poor Value Communication | Joel Bancroft-Connors
lundi 2 juin 2025 • Durée 15:24
Joel Bancroft-Connors: When Great Scrum Masters Fail—The Hidden Cost of Poor Value Communication
Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.
Joel shares a powerful lesson about the critical importance of communicating value beyond team performance. Despite achieving remarkable success with multiple teams as an agile coach, Joel and his colleagues ultimately failed because they couldn't effectively demonstrate their value to leadership. The teams were thriving, but when budget cuts came, the coaching support was eliminated first. Without ongoing support, these successful teams began to deteriorate. Joel emphasizes that as Scrum Masters and agile coaches, we must actively communicate our impact and connect team success to business outcomes. Simply assuming that good team performance speaks for itself is not enough - we need to interact more with stakeholders and clearly articulate the value we create.
Self-reflection Question: How effectively are you communicating the business value of your Scrum Master activities to leadership, and what specific metrics or stories could better demonstrate your impact?
[Scrum Master Toolbox Podcast Recommends]
🚀 Global Agile Summit 2025
Join us in Tallinn, Estonia, from May 18th – 20th, 2025, for an event that will inspire, challenge, and equip you with real-world Agile success stories.
🌍 Connect with global Agile leaders.
💡 Learn practical strategies for impact.
🔥 Break free from Agile fatigue and become a Pragmatic Innovator
[Scrum Master Toolbox Podcast Recommends]
BONUS Martti Kuldma: How to Transform Century-Old Organizations Through Product-Driven Agile Transformation
samedi 31 mai 2025 • Durée 44:05
BONUS: Martti Kuldma shares how to transform century-old organizations through product-driven agile transformation
In this BONUS episode we explore the remarkable transformation journey at Omniva with CEO Martti Kuldma. From traditional postal services to innovative logistics solutions, we explore how a 100+ year old company embraced product thinking, DevOps practices, and agile transformation to become a competitive force in modern logistics.
Omniva's Digital Evolution—IT as a Revenue Center
"We innovated the parcel machine business for a few years, and software has been an area of investment for us - software as a separate vertical in our business."
Omniva represents a fascinating case study in organizational transformation. While many know it as Estonia's post office, the company has evolved into an international logistics powerhouse with significant revenue streams beyond traditional postal services. Under Martti's leadership, the organization has reimagined software not as a support function but as a core revenue driver, positioning itself for the dramatic shifts expected in logistics delivery over the next five years.
The Vision: Physical Mailing as the Next IP Network
"The Vision: physical mailing as the next IP network - this will give us a lot more freedom to adapt to changes in delivery demand."
Martti's strategic vision extends far beyond conventional logistics thinking. By conceptualizing physical delivery networks similar to internet protocols, Omniva is preparing for a future where logistics companies leverage their physical infrastructure advantages. This approach addresses the fundamental challenge of fluctuating demand in e-commerce and traditional logistics, creating opportunities for crowd delivery solutions and gig economy integration that capitalize on existing network effects.
Breaking Down Waterfall Barriers
"When I came we had waterfall processes - annual budgeting, procurement for software development. It took a couple of weeks to do the first rounds, and understand what could be improved."
The transformation from traditional procurement-based software development to agile product teams required dismantling entrenched processes. Martti discovered that the contractor model, while seemingly cost-effective, created expensive knowledge transfer cycles and left the organization vulnerable when external teams departed. His engineering background enabled him to recruit talent and build sustainable development capabilities that keep critical knowledge within the organization.
Creating Cross-Functional Product Teams The Product Manager Evolution Leadership Through Storytelling Real-Time Feedback Philosophy Essential Transformation Practices
BONUS Entertainment That Makes Change: Lessons in Product Thinking from Believe Ltd. With Patrick James Lynch
jeudi 29 mai 2025 • Durée 41:43
BONUS: Patrick James Lynch on Entertainment That Makes Change - Lessons in Product Thinking from Believe Ltd.
In this BONUS episode we explore how Patrick James Lynch, filmmaker, media executive, and rare disease advocate, has built Believe Limited around a powerful mission: entertainment that effects change. Patrick shares his journey from personal experience with his brother's hemophilia to creating award-winning content that empowers rare and chronic disease communities, offering valuable lessons for product managers on human-centered design, stakeholder alignment, and building emotionally viable products.
The Genesis of Entertainment That Effects Change
"This is more than a product."
Patrick's journey began with a deeply personal question about his brother who had hemophilia. As an entrepreneur, he set out to respond to an identified need with one product to meet that need, but quickly realized the scope was much larger. His curiosity about what was different between him and his brother led him to understand that he needed to help people like his brother. This realization drove him to create valuable online videos to engage their audience, marking the beginning of Believe Ltd.'s mission of entertainment that effects change.
Essential Product Lessons: Listen, Learn, and Do No Harm
"The fact that I am my audience, does not mean that I'm an expert."
Patrick emphasizes the critical importance of conducting thorough needs assessments and truly understanding your community before building products. Key insights include:
Embed yourself in the community you're serving rather than making assumptions
Follow the principle of "listen, learn and do no harm" as your starting point
Involve community engagement as a dedicated role - Believe Ltd. has a VP of community engagement
Define clear phrases that explain the value you deliver to your audience
Use your personal story to establish credibility and relate experiences to your audience
The goal is to get as familiar with your community as possible, then conduct your own research and development based on those deep insights.
Navigating Multi-Stakeholder Complexity Human-Centered Storytelling as Product Strategy Being a Value Fundamentalist Balancing Vision with Community Feedback Creating Emotionally Viable Products The Currency of Attention
🚨 Will Angela’s coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue.
Luca is a passionate Lean advocate with roots in the construction industry, now guiding teams through agile transformation. He thrives on exploring uncharted territory, then helping clients navigate it with confidence. Ask him how Lean and agile methods can unlock your team's potential in today's fast-paced, ever-evolving work environment.
Self-reflection Question: Are you enabling developer innovation by providing problems and context, or are you stifling creativity with excessive documentation and control?
🚀 Global Agile Summit 2025
Join us in Tallinn, Estonia, from May 18th – 20th, 2025, for an event that will inspire, challenge, and equip you with real-world Agile success stories.
🌍 Connect with global Agile leaders.
💡 Learn practical strategies for impact.
🔥 Break free from Agile fatigue and become a Pragmatic Innovator
Joel Bancroft-Connors is The Gorilla Coach — a Certified Scrum Trainer and Agile disruptor focused on sustainable value and effectiveness. With a background in product, project, and coaching, Joel blends sharp insights with practical tools to help teams thrive. He is a Miro power user and rocks curated classroom playlists.
Join us in Tallinn, Estonia, from May 18th – 20th, 2025, for an event that will inspire, challenge, and equip you with real-world Agile success stories.
🌍 Connect with global Agile leaders.
💡 Learn practical strategies for impact.
🔥 Break free from Agile fatigue and become a Pragmatic Innovator
Joel Bancroft-Connors is The Gorilla Coach — a Certified Scrum Trainer and Agile disruptor focused on sustainable value and effectiveness. With a background in product, project, and coaching, Joel blends sharp insights with practical tools to help teams thrive. He is a Miro power user and rocks curated classroom playlists.
Joel Bancroft-Connors is The Gorilla Coach — a Certified Scrum Trainer and Agile disruptor focused on sustainable value and effectiveness. With a background in product, project, and coaching, Joel blends sharp insights with practical tools to help teams thrive. He is a Miro power user and rocks curated classroom playlists.
Join us in Tallinn, Estonia, from May 18th – 20th, 2025, for an event that will inspire, challenge, and equip you with real-world Agile success stories.
🌍 Connect with global Agile leaders.
💡 Learn practical strategies for impact.
🔥 Break free from Agile fatigue and become a Pragmatic Innovator
Joel Bancroft-Connors is The Gorilla Coach — a Certified Scrum Trainer and Agile disruptor focused on sustainable value and effectiveness. With a background in product, project, and coaching, Joel blends sharp insights with practical tools to help teams thrive. He is a Miro power user and rocks curated classroom playlists.
Joel Bancroft-Connors is The Gorilla Coach — a Certified Scrum Trainer and Agile disruptor focused on sustainable value and effectiveness. With a background in product, project, and coaching, Joel blends sharp insights with practical tools to help teams thrive. He is a Miro power user and rocks curated classroom playlists.
"We started to create cross-functional product area teams. We are not going to tell you what you need to build. You are accountable for the logistics efficiency."
The shift from eleven distinct roles in software development to autonomous product teams represents more than organizational restructuring. By empowering teams with accountability for business outcomes rather than just deliverables, Omniva transformed how work gets planned and executed. This approach eliminates traditional handoffs and role silos, creating teams that own both the problem and the solution.
"For me, the PM is directly accountable for the business results. The final step of the transformation started when I took the CEO role."
Martti identifies a critical challenge in agile transformations: the misunderstanding of Product Manager responsibilities. Rather than falling into delivery or project management patterns, effective PMs at Omniva own business results directly. This shift required company-wide transformation because technical changes alone cannot sustain organizational evolution without corresponding changes in mindset and accountability structures.
"My main tool is just talking. All I do is story-telling internally and externally. I needed to become the best salesman in the company."
The transition from technical leadership to CEO revealed that transformation leadership requires different skills than technical management. Martti discovered that his primary value comes through narrative construction and communication rather than direct technical contribution. This realization highlights how senior leaders must evolve their impact methods as organizations scale and transform.
"The feedback needs to be given immediately. ‘Last year, in May your performance was not the best’ - this is completely useless feedback."
Martti's rejection of annual reviews stems from practical experience with feedback effectiveness. Immediate, personal feedback creates learning opportunities and course corrections that annual cycles cannot provide. Anonymous 360 feedback systems often dilute accountability and actionability, whereas direct, timely conversations enable meaningful professional development and relationship building.
"You need to tell the story - and convince people that this transformation is essential and needed. You need to trust and let them make their own decisions."
Drawing from experiences at both Pipedrive and Omniva, Martti identifies three critical elements for leading complex organizational change:
Compelling narrative: People need to understand why transformation is necessary and how it benefits both the organization and their individual growth
Distributed decision-making: Trust enables teams to solve problems creatively rather than waiting for hierarchical approval
Business accountability for engineers: When technical teams understand and own business outcomes, they innovate more effectively toward meaningful goals
The dynamic team formation model used at Pipedrive, where engineers and PMs pitched ideas and assembled mission-focused teams, demonstrates how organizational structure can enable rather than constrain innovation.
About Martti Kuldma
Martti Kuldma is CEO of Omniva, leading its transformation into a product-driven logistics company. A former engineering leader at Pipedrive and CTO at Omniva, he brings deep expertise in scaling teams, agile transformation, and digital innovation. Martti is also a startup founder and passionate advocate for high-impact product organizations.
You can link with Martti Kuldma on LinkedIn.
"Collaboration only succeeds when all points of view are respected."
Working with patients, funders, healthcare professionals, and pharmaceutical companies requires careful orchestration. Patrick's approach centers on prioritizing the end game and identifying the north star goal that aligns all parties. He emphasizes focusing on combined skills and networks rather than trying to accomplish everything at the start. The key is ensuring that aligning stakeholders becomes a central part of the process, with everyone being accounted for throughout the journey.
"What's the story that shows the value add of your product?"
Patrick advocates for human-centered storytelling as a fundamental product approach. Rather than leading with features or specifications, he suggests crafting stories that demonstrate real value - like how a thermos saved someone's life while hiking. Stories have been humanity's primary communication tool since the beginning of time, and they remain the most effective way to show product value and connect with audiences on a meaningful level.
"At any given moment, if anyone takes a screen grab, and set it against our five core values as a company - you see it's playing out."
Patrick describes himself as a value fundamentalist, meaning that their company's core values are always present in everything they do. This requires courage, including the willingness to say "no" when opportunities don't align with their values. As CEO, he believes in embodying these values consistently, even when it's challenging, because who they are must always be visible in their work.
"When you ask the audience for a solution, there's no innovation."
Patrick warns against sacrificing vision simply because you're working closely with your audience. While being in the sandbox with your community is essential, maintaining your original vision for entertainment that changes minds is equally important. He recommends having someone you can bounce ideas off to help maintain this balance, and remembers that all great things start small and are inherently iterative.
"We can't develop emotional connection by going through a list of features."
Beyond minimum viable products, Patrick focuses on emotional viability - the hook that makes people truly care. Emotional connection cannot be built through feature lists but rather through compelling stories that capture people's imagination. When audiences engage with products outside of direct supervision, storytelling becomes the bridge that helps them discover new uses and applications. This creates a dance between product creators and their audience, leading to better product design.
"Attention is the only currency - there's great wisdom in that."
Patrick recognizes that in today's landscape, capturing and maintaining attention is the fundamental challenge. Since everyone is an audience member at different times, this perspective helps inform both strategy and tactics. Products must compete not just on functionality but on their ability to engage and maintain audience interest over time.
Patrick James Lynch is a filmmaker, media executive, and rare disease advocate. CEO of Believe Limited and founder of BloodStream Media, he uses his experience with hemophilia to drive award-winning storytelling, health advocacy, and mission-driven content that inspires and empowers rare and chronic disease communities worldwide.
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