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  1. Home
  2. Find a speaker
  3. Kalina Vassileva
Kalina Vassileva's picture

Kalina Vassileva

Head of Transformation Services
Scalefocus
Country or state 
Bulgaria
Available to 
Europe
City 
Sofia
Fee 
Languages 
English,
German,
...
Volunteer
Yes
Timezone 
Europe/Sofia

Personal Details

Bio

Kalina is an outcome-driven, proactive, and collaborative leader who leverages 15 years of experience in the IT multinational scene with a proven track record of delivering strategic initiatives and driving business growth for some of Fortune 100 companies.

She has deep experience in leading large IT consultancy projects, digital transformations, complex infrastructure and applications programs with multiple international cross-functional teams during the entire customer journey: from presales to final implementation. Her ability to inspire and mentor toward achieving high-performance goals has been the cornerstone of her success.

She is a certified SAFe Practice Consultant, Sr. Agile Coach, and passionate SAFe and Design Thinking Trainer with a proven track record of finding efficiency improvements in standard Agile methodologies and hybrid approaches, while combining them with modern product development practices. This has allowed her to provide businesses with the ability to create products and solutions with high adoption rates delivered in a cost-effective way.

Her key strengths lie in implementing Agile in traditional environments by demonstrating short-term wins, fostering cross-functional team collaboration and optimizing the entire value stream for enhanced customer satisfaction and improved time to market. As a coach and trainer, she have created and delivered multiple multi-country Agile product delivery training programs on all company levels with an NPS score of 90+. She is also a lecturer at the Software University in Bulgaria.

Current position (2)

Head of Transformation Services

Scalefocus

Sr. Agile Coach

Intellignet Systems Group

Degrees (2)
MSc. Business Management and Technology
University Of Sheffield
2013 to 2015
BA Business Administration and Technology
ESEI Barcelona
2007 to 2010

Presentations

Presentations (4)
Team Agility is No Longer Enough

Agile teams have been a concept for over 20 years, with the Manifesto for Agile Software Development formalizing the principles in 2001. While most organizations understand and empower self-organizing teams, the current trend is to apply Agile practices across the entire organization, not just in engineering or product development. This trend is evidenced by recent updates to frameworks such as Scaled Agile Framework (SAFe version 6.0), which now emphasizes further the foundation of Business Agility. Successful Agile engineering teams are no longer considered new or cool, and it is largely passé for many companies that have already mastered these practices. The next step is to expand and implement these practices in other functions of the company, such as HR, business operations, procurement, etc. Operating an "Agile organization" is becoming the next discriminator for companies that want to acquire and sustain a competitive advantage in this ever-changing market.

From Sunsetting Projects To Sunrising Products

Most probably, nowadays, there is no methodology or framework which doesn’t emphasize the practices needed to “unlock” agility. We know about Product Backlog, Product Owner, and Product Increment at the end of the Sprint, MVPs, or MMPs.

The problem is that we still get lost, and sometimes during development, people feel like building something from a Lego box without instructions or, even worse- without a single photo.

There are some critical unanswered questions:
- Why do we lose direction?
- How do we create that magical product backlog?
- How do we know we are doing the right thing?

The session summarizes the major hacks on how to tweak mindset, move from Project to Product Thinking, and from Outputs to Outcomes when we design our Roadmaps by providing practical examples and easy analogies with something everyone is familiar with - cooking or going to a restaurant.

The Gap Between What Social Science Shows and What Business Still Ignores

- Where is the knowledge in the puzzle of motivation, or do you learn to ride a bicycle by reading a book?
- Who learns faster: kids or students, and why?
- Social learning vs. Academic learning
- How to create а culture of knowledge sharing without mentioning "leadership"?
- The Еra of Еverything Culture, but do business leaders understand it right?
- Where does belonging stay after covid-19, and was it there before that?
- What is knowledge hiding behavior and what to do
- Engagement or compliance – what do we really want as leaders?

What Neuroscience Teaches Us About Change Management

Project and IT leaders across various industries often encounter similar challenges with change management, where the implementation of new technologies or procedures is met with some level of resistance from the organization. The Center for Creative Leadership's research suggests that 75% of change initiatives fail due to a resistant company culture.

This resistance occurs because organizations are like human brains, which are resistant to change and prefer stability.

We dive deeper into the topics:
- Why the Brain Hates Change
- Change Management—We' re Doing It Wrong
- Applying Neuroscience to Change Management
- Practical Tips & Tricks

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Expertise (8)

IT consulting and services
Leadership
Business
Agile Leadership Emotion AI Agile transformation Business agility Change Neuroscience
Recommendations
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