MABLE
Strategically and collaboratively defining, building and scaling a multi disciplinary tribe through lean and agile.
PROBLEM
Mable was going through a rapid period of growth having scaled the company from 50 – 250 staff over 12 months following financial backing. A company-wide restructure saw a revised C-Suite team join Mable and kick-start a transition to lean practice and delivery.
At the core of the change was driving up our key metric of ‘delivered care’ hours and expanding our client and support worker client base to reach more Australians needing and providing care.
APPROACH
We united product, design, data, and engineering teams across three tribes—Onboarding, Manage, and Retention—redesigning ways of working with a lean and agile focus during a two-day leadership off-site. I led the vision, empowering our five squads to define their own goals using frameworks like lean canvas and jobs-to-be-done. By prioritising engagement as the key metric across the customer journey, we tracked events for specific segments to evaluate feature impact and drive retention. Our lean framework—Problem, Explore, Validate, Build, Measure—enabled rapid user testing, fostering accountability and ensuring alignment with squad metrics and mission.
OUTCOME
Experimentation helped our tribe connect and align, creating space for failure and allowing processes to evolve based on squad and project needs. This empowered teams to take ownership of their deliverables while combining data with trust enabled rapid delivery and strategic buy-in across the organisation. This approach proved impactful, with one squad increasing overall engagement by 6 percentage points in just one month.
