Agile Project Manager at Theapexgroup

The Apex Group was established in Bermuda in 2003 and is now one of the world’s largest fund administration and middle office solutions providers.

Our business is unique in its ability to reach globally, service locally and provide cross-jurisdictional services. With our clients at the heart of everything we do, our hard-working team has successfully delivered on an unprecedented growth and transformation journey, and we are now represented by over circa 13,000 employees across 112 offices worldwide.Your career with us should reflect your energy and passion.

That’s why, at Apex Group, we will do more than simply ‘empower’ you. We will work to supercharge your unique skills and experience.

Take the lead and we’ll give you the support you need to be at the top of your game. And we offer you the freedom to be a positive disrupter and turn big ideas into bold, industry-changing realities.

For our business, for clients, and for you

Reports to: RTE or Portfolio Lead

Primary mission: Lead and develop one or more Agile teams to become high-performing, value-driven, and focused. Agile PM is an accountable delivery leader, not just a coach or facilitator, who actively shapes team culture, fosters collective ownership, and drives continuous improvement. They take clear responsibility for team effectiveness, delivery success, and reliability. A core part of the role is leading the team to meet stakeholder expectations consistently by protecting their ability to forecast realistically, maintaining sustainable delivery pace, and driving measurable improvement in flow, collaboration, and outcomes.

________________________________________

Strategic Alignment & Value Delivery

• Own alignment between work and value: ensure team goals and priorities are visible and connected to ART and business objectives.
• Coach the “why” of delivery: help the team stay focused on valuable business outcomes, not just tickets or tasks.
• Model outcome-focused planning: ensure the team understands what they’re delivering and why it matters to stakeholders, leveraging strategic artifacts and partnering with product and product aligned roles (e.g. Tower leads, BAs).

________________________________________

Planning, Scheduling & Flow Optimisation

• Lead sustainable planning: ensure the team only commits to work they can realistically deliver, based on past velocity and current context.
• Actively protect team capacity: buffer the team from external demands that would lead to overcommitment or churn.
• Support reliable forecasting: track and communicate metrics such as throughput, velocity, and predictability to aid team effectiveness and stakeholder confidence.
• Use flow data to drive improvement: use of data to surface WIP issues, blockers, and overcommitment patterns, and lead the team in resolving them.

________________________________________

Delivery Governance, Quality & Compliance

• Champion readiness and discipline: ensure stories and features are well defined and understood before commitment. Holds themselves and others accountable to policies and escalate upwards where necessary.
• Own impediment management: proactively resolve delivery blockers and escalate when needed to protect and improve delivery.
• Balance assurance and autonomy: help the team meet governance requirements efficiently, preserving delivery focus.

________________________________________

People Leadership & Capability Growth

• Lead team effectiveness efforts: assess team health, facilitate improvement conversations, and take ownership of follow-through.
• Create space for collaboration and learning: protect the team’s time and mental bandwidth so they can reflect and prioritise improve activity.
• Coach Lean Agile behaviours: embed focus on value, flow, collaboration and quality within the team’s daily ways of working.
• Promote sustainable delivery: be a voice for saying “no” or “not yet” when team bandwidth and commitments are at risk.

________________________________________

Stakeholder Communication & Reporting

• Own team-level visibility: communicate progress, risks, and trade-offs clearly, constructively, and timely.
• Manage upward expectations: ensure stakeholders understand what the team can deliver and when, based on evidence, not hope.
• Advocate for responsible planning: push back on unrealistic expectations when needed to build trust and preserve credibility and delivery integrity.

________________________________________

Success Indicators

Dimension

Key Measures

Strategic alignment

% of team work aligned to PI Objectives; team aware of business purpose of each iteration (e.g. Sprint Goals)

Flow & predictability

Team predictability ≥ 80%; overcommitment rate trending down; improved throughput and quality; reduced story cycle time

Outcome realization

Stories/features delivered meet acceptance criteria, stakeholder satisfaction

Team effectiveness

Team engagement and morale improving; skills and capability maturity trending up

Disclaimer: Unsolicited CVs sent to Apex (Talent Acquisition Team or Hiring Managers) by recruitment agencies will not be accepted for this position. Apex operates a direct sourcing model and where agency assistance is required, the Talent Acquisition team will engage directly with our exclusive recruitment partners.