Enterprise Coach

gsknch; Bengaluru; On-site; INR 1,800,000 - 3,000,000; Full time

Job summary

Haleon in Bengaluru invites an experienced Agile Enterprise Coach to guide our Digital & Technology organisation toward an enterprise-scale Agile system. You will work with senior business and D&T leaders to ensure Agile is applied pragmatically, at scale, and aligned with portfolio planning, governance and delivery excellence.

You will mentor Scrum Masters and leaders, improve flow and outcomes, foster a learning-driven culture, and help move from isolated practices to a joined-up operating

Qualifications

• Senior-level coaching for enterprise agile transformation.
• Focus on leadership behaviours, system flow and decision making.
• Experience shaping agile at scale across large organisations.

Responsibilities

• Drive enterprise Agile maturity beyond individual teams.
• Coach senior leaders to adopt Agile-minded leadership and decision patterns.
• Ensure Agile at scale integrates with Waterfall, hybrid delivery, and governance.
• Focus on value delivery, outcomes, and predictive flow across the D&T system.
• Promote learning culture through metrics, inspection and adaptation.

Skills

Agile Coaching

Leadership Coaching

Agile mindset

Stakeholder Engagement

Job description

Welcome to Haleon. We’re a purpose-driven, world-class consumer company putting everyday health in the hands of millions. In just three years since our launch, we’ve grown, evolved and are now entering an exciting new chapter - one filled with bold ambitions and enormous opportunity.

Our trusted portfolio of brands - including Sensodyne®, Panadol®, Advil®, Voltaren®, Theraflu®, Otrivin®, and Centrum® - lead in resilient and growing categories. What sets us apart is our unique blend of deep human understanding and trusted science.

Now it’s time to fully realise the full potential of our business and our people. We do this through our Win as One strategy. It puts our purpose - to deliver better everyday health with humanity - at the heart of everything we do. It unites us, inspires us, and challenges us to be better every day, driven by our agile, performance-focused culture.

About the role

The Agile Enterprise Coach is a senior, enterprise‑level role within Haleon's Digital & Technology (D&T) organisation, accountable for shaping how Agile operates as a coherent, outcome‑driven system across the enterprise.

The role focuses on leadership behaviours, system flow, ways of working and decision‑making, rather than team‑level Agile execution. It works with senior business and D&T leaders to ensure Agile is applied consistently, pragmatically and at scale, aligned with portfolio planning, governance, finance and delivery excellence.

The Agile Enterprise Coach plays a critical role in moving the organisation from isolated Agile practices to a joined‑up operating model that improves predictability, value delivery and organisational learning.

Role purpose

To enable D&T to operate as an enterprise‑scale Agile system, by coaching leaders, improving flow and alignment, and ensuring Agile ways of working drive real business outcomes, not just local delivery efficiency.

Key Accountabilities

Uplifting Agile maturity at enterprise level, beyond individual teams

Coaching senior leaders to adopt Agile mindset, behaviours and decision patterns

Ensuring Agile operates coherently at scale, aligned to portfolio, governance and finance models

Improving flow, predictability and value delivery across the D&T system

Embedding a learning‑driven, improvement culture grounded in evidence and outcomes.

Key Role & Responsibilities

• 1. Enterprise Agile Maturity & System Design Drive the maturity of Agile ways of working across D&T, focusing on the whole delivery system rather than individual teams. dentify systemic impediments to flow, predictability and value delivery. Help D&T evolve from fragmented Agile adoption to a coherent enterprise operating model.
• 2. Leadership Coaching & Behaviour Change Coach senior business and D&T leaders to adopt Agile‑aligned leadership behaviours. Support leaders in shifting from activity‑ and control‑based management to outcome‑, flow‑ and value‑driven decision‑making. Create constructive challenge and psychological safety to enable meaningful change.
• 3. Agile Ways of Working at Scale Ensure Agile principles and practices are applied consistently and appropriately at scale, without dogma. Support clarity on how Agile integrates with Waterfall, hybrid delivery, portfolio planning, financial governance and assurance. Guard against fragmented or "cargo‑cult" Agile adoption.
• 4. Value, Outcomes & Predictability Ensure Agile delivery is strongly connected to business outcomes and value, not just pace or throughput. Help leaders and teams articulate, inspect and adapt based on value delivered. Challenge delivery models that optimise locally but undermine enterprise outcomes.
• 5. Portfolio, Flow & Demand Management Enablement Coach leaders to understand and manage flow across the system (demand, capacity, dependencies, bottlenecks). Support enterprise prioritisation, sequencing and WIP management conversations. Align Agile delivery with portfolio and investment decision‑making.
• 6. Capability Development & Community Uplift Uplift capability across Scrum Masters, Agile Coaches, Product, Delivery and Technology leaders. Support and mentor communities of practice to improve consistency and shared learning. Act as a senior role model for Agile leadership within D&T.
• 7. Metrics, Insight & Learning Culture Promote use of meaningful Agile and flow metrics to drive learning and improvement, not reporting theatre. Help leaders interpret metrics such as predictability, flow efficiency and outcomes. Embed a culture of experimentation, inspection and adaptation.
• 8. Transformation & Change Enablement Support major change and transformation initiatives using Agile principles suited to scale and complexity. Help leaders navigate ambiguity and evolving strategy through iterative learning and feedback loops. Ensure ways of working evolve as Haleon's context, strategy and maturity change.

What good looks like

Leaders make decisions aligned to Agile p