Candidate Presentation · PNC Bank

Linda
Cabinda

Senior Scrum Master · Agile Delivery Leader

Senior Scrum Master with 10+ years of experience helping complex teams improve from below 50% delivery reliability to 90%+ SAY/DO through stronger Agile ceremonies, backlog discipline, impediment removal, stakeholder visibility, and risk-aware delivery execution.

10+
Years Leading Enterprise Delivery
Banking · Healthcare · Mortgage · ERP
40+
Enterprise IT Teams Stabilized
Through stronger ceremonies, backlog readiness, and execution discipline
90%
Average Team SAY/DO Ratio
Up from ~50% before delivery stabilization
~$1M
Annualized Capacity Recovered
Through stronger execution and backlog discipline
SAFe SASM PSM JIRA Align SAP S/4HANA
02 — Motivation

Why
PNC Bank

PNC’s Scrum Master Sr. role aligns closely with the work I do best: facilitating multiple Scrum teams, improving team execution through Agile ceremonies and coaching, removing impediments, increasing stakeholder visibility, and partnering with Product Owners to keep work prioritized and ready. What draws me to this opportunity is the chance to once again work close enough to teams to build trust, shape execution habits, and create the kind of working relationships that improve performance over time.

"I don’t just keep delivery moving. I build the execution habits, clarity, and accountability that help teams perform more reliably under pressure."
01
Proven in Highly Regulated Delivery Environments
My background spans tightly governed banking and enterprise environments where release discipline, stakeholder visibility, and execution under pressure are non-negotiable. I’ve led delivery in payment systems, ERP finance, mortgage technology, and regulated healthcare—where missed commitments carry real business consequences.
02
Veteran of Complex, Multi-Workstream Delivery
I do my best work in environments with layered dependencies, shifting priorities, and high accountability. From global SAP S/4HANA transformation across 40+ teams to cross-border payment compliance and launch-critical banking work, I’ve consistently brought structure and control to delivery that could not afford drift.
03
Leading Through Connection
What makes this opportunity compelling is the chance to work close enough to teams to build the relationships that make real coaching, accountability, and execution improvement possible. I’ve had the opportunity to influence Agile execution at broad scale, but that kind of trust is harder to create from a distance—and it’s where I’ve consistently done my best work.
04
An Environment Where Agile Matters
What stands out to me about this opportunity is that PNC appears to value Scrum Mastery as more than ceremony support. The strongest Scrum environments are the ones where backlog quality, team focus, stakeholder alignment, and delivery discipline are treated as real levers for performance—and that’s the kind of environment I want to contribute to.
03 — Career Arc

10+ Years of Enterprise Delivery

MAY 2023 – PRESENT
Mosaic Company · Riverview, FL
IT Program Manager – Agile Delivery
Stepped into a fragmented SAP S/4HANA delivery environment spanning 40+ teams and redesigned execution structures, delivery standards, and team operating practices to improve predictability, throughput, and enterprise delivery capacity at scale.
SAFeJIRA AlignSAP S/4HANAPI PlanningOKR Alignment
SEP 2021 – JUN 2023
JPMorgan Chase · Tampa, FL
Scrum Master – Payments Division
Led delivery for Helix payment platform teams in a tightly governed banking environment, supporting revenue- and compliance-critical initiatives including Netflix’s Australia launch and Brexit-driven cross-border payment changes within a CI/CD model while maintaining zero missed releases.
PaymentsRegulatory ComplianceCI/CDJenkins
MAR 2019 – AUG 2021
SunTrust · Philadelphia, PA
Scrum Master – Mortgage Technology
Supported mortgage technology delivery across loan origination and processing teams, coordinating Black Knight, Empower LOS, and Blend integrations while improving release efficiency, reducing defects, and enabling workflow automation that delivered ~$150K in annual operational savings.
Fintech IntegrationLOSCross-vendor Delivery
MAY 2016 – MAR 2019
Aetna · McLean, VA
Scrum Master
Helped stabilize delivery across 3 Scrum teams in an 8-team ART by introducing stronger engineering quality practices, reducing rework by 30%, and improving team predictability from 60% to 85% SAY/DO in a regulated healthcare environment.
SAFePI PlanningHealthcare
04 — Proof of Impact

Delivery Impact in Practice

01
Mosaic · 2023–2025
Stabilizing Fragmented Delivery at Enterprise Scale
Inherited a fragmented Agile landscape across 40+ global teams with inconsistent delivery standards, weak dependency visibility, and no shared execution model. Redesigned team structures, delivery operating practices, and execution discipline to create a more scalable, predictable enterprise delivery system.
60%
Increase in delivery predictability across global trains
30%
Reduction in average cycle time
40%
Throughput increase across ARTs
02
JPMorgan Chase · 2022
Brexit & Cross-Border Payment Compliance Delivery
Led delivery in a tightly governed banking environment where timing, coordination, and release discipline were critical to avoiding compliance and operational risk. Work included Netflix’s Australia launch and Brexit-driven cross-border payment changes executed under high-accountability enterprise delivery conditions.
0
Compliance breaches or missed regulatory deadlines
100%
On-time delivery within governed release calendar
10%
Capacity allocated for tech debt and system health
03
Mosaic · SAP FICO · 2021–2023
Recovering ~$1M in Annualized Delivery Capacity
Inherited three underperforming enterprise teams across Global Finance, HR, and Legal/Public Affairs with chronic carryover, weak backlog discipline, and dependency blind spots. Reworked team structure, execution discipline, and backlog readiness to restore predictability and recover significant delivery capacity across the program.
>90%
Global Finance SAY/DO after stabilization
100%
HR SAY/DO sustained for 2 years
$1M
Estimated annualized delivery capacity recaptured
05 — Execution Roadmap

30 · 60 · 90 Day Execution Plan

Days 01–30
Listen & Map
Stakeholder ImmersionShadow delivery leads, engineering managers, and business partners. Understand the division's current delivery rhythm, pain points, and top priorities.
Team Health AssessmentAudit team ceremonies, backlogs, and JIRA workflows. Identify where execution friction exists—not to fix immediately, but to understand the root causes.
Tooling & Process AuditReview JIRA/ServiceNow configuration, sprint metrics, and existing reporting infrastructure. Document what is working and what is creating noise.
Dependency MappingBuild a first-pass cross-team dependency map to surface hidden blockers before they become delivery risks.
Days 31–60
Stabilize & Align
Business-to-Delivery AlignmentPartner with business and delivery leads to ensure priorities, commitments, and team focus are aligned to the highest value work for the unit.
Delivery Visibility & Risk BaselineEstablish baselines for cycle time, throughput, carryover, churn, and delivery predictability; create a shared view of execution health, delivery risk, and dependency exposure for both teams and stakeholders.
Backlog Readiness & Dependency HygieneWork with Product Owners and engineering leads to improve backlog quality, surface blocked work, and reduce sprint-to-sprint execution friction caused by unresolved dependencies.
Quick WinsIdentify 2–3 high-visibility delivery improvements that build team trust and demonstrate immediate ROI—without disrupting velocity.
Days 61–90
Accelerate & Scale
Quarterly Backlog Refinement ReadinessStrengthen quarterly planning by ensuring priorities are estimated, capacity assumptions are grounded in real team data, and dependencies are visible early enough to prevent execution drag.
Agile Maturity RoadmapDeliver a formal assessment and phased maturity roadmap specific to banking delivery teams—with role-based development paths, measurable milestones, and quarterly improvement goals.
Risk & Delivery InsightsTranslate delivery signals into clear risk, blocker, and execution insights leadership can act on without adding unnecessary reporting overhead.
Banking & Payment Efficiency OpportunitiesDeepen team understanding of the products, customers, and end-to-end banking flows they support to uncover opportunities for process improvement, automation, and operational cost efficiency.
06 — Closing

Ready to Deliver
at PNC

I’ve spent over a decade bringing structure to complex delivery environments and helping teams execute with greater predictability, efficiency, and business value. Having already delivered within global enterprise payments, I understand the standards, pace, and accountability required—and I’m equipped to create value from day one.

Email lcabinda@gmail.com
Phone (310) 436-5672
LinkedIn linkedin.com/in/linda-cabinda
Location Tampa, FL
LINDA
CABINDA
2026
01 / 06
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