Category: CPS Weeknotes (Page 1 of 3)

Week 32: 17-21 April

A young cricketer scored a century and took a hattrick for Gloucestershire in the County Championship this week. Given neither of my readers are County Cricket fans it’d worth emphasising that this is an historically rare achievement. And it couldn’t have been more different to the week I had!

I was in the office Wednesday, Thursday and Friday and spent Tuesday at an all-day event. And that’s what I’m attributing to the fact that I was just knackered by Thursday evening. The sort of tired where I knew there were so many things I could do and some which I even needed to do. But just couldn’t focus on anything long enough. I kept telling myself that I’d go for a run but I couldn’t even organise myself to do that. So I gave up and watched Manchester United fall apart against Sevilla. As a child of the 1990s United being awful isn’t getting any less amusing.

Despite that I did actually manage to achieve two of my goals for the week. I’ve drafted a ‘go live checklist’ so that we’ve got clear criteria that product teams need to meet; and we’ll use that for the email automation solution (which really needs a name). Coincidentally, I ended up having a number of unplanned conversations about the onboarding of the new call handling system for CPS Direct and from that emerged a clear set of objectives for the project (albeit not actually the clear plan that I was aiming for). I didn’t do enough to set a baseline for our strategy metrics but we have made progress (ie – I asked someone else to).

I’ve also been working with my leadership to think about how we demonstrate how each of our teams contributes to each of our Key Results. It’s a potential way to respond effectively to the feedback from our last monthly strategy call.

On top of that, I actually delivered something. The Technical Design Authority agreed to allow links to be shared with people outside CPS. It’s a small way that we’ll make things safer (it means we control the document as opposed to attaching it to an email and effectively losing control over it) as well as to enhance collaboration. We’ll introduce it slowly and need to support colleagues in how to use the settings well. But I always take pleasure at having a things to point at.

We also had a good event on Tuesday with Vodafone, one of our key suppliers. We focused on the ‘how’ of innovation with a particular focus on the experience for victims and witnesses. There were lots of thought-provoking ideas and some really smart people we learnt from. The thing that particularly resonated with me was that the essence of the government’s Service Manual reflects how most successful organisations approach innovation. And how infrequently we get to focus on the culture and behaviours that enable innovation given the dominant (and completely reasonable) pressure to achieve results.

I’m trying really hard at the moment to focus on small, achievable interventions that can deliver an outsized impact (maximising a ‘return on management’ if you will). My sense of the calendar is that the combination of bank holidays and school breaks means it’s going to be really tough to build momentum so a flurry of stand-alone initiatives is the better way to make sure the time is used well.

So over the next week I’m hoping to:

1. Agree the scope of our engineering plan as part of my goal to make CPS the best place in the sector to develop software that matters to users
2. Get actionable feedback from our pre market engagement event on WiFi connectivity
3. Deliver the first version of our strategy tracker dashboard

Week 31: 11-14 April

Funny what a break can do. I hadn’t felt particularly tired. This week I’ve woken up before my alarm has gone off each day. And I completed my five goals for the week.

I had some spare time in my diary this week and a little list of things that I’d wanted to move forward but weren’t sufficiently urgent. With any luck the TDA will be discussing them in the next week or so and they will be small but significant things which unblock our ability to deliver our strategy. I also needed to tidy up the ‘capstone’ from the end of my course – a short essay applying what I’d learnt to our context. I’d already submitted it but wasn’t particularly happy with the drafting; but it was starting to drag.

In a similar vein, the technology strategy is now basically finished but also needed a copy-edit to make it a bit sharper and simpler. A bit of extra context would also help us respond to a recent audit on our approach to supplier disaggregation – and I was able to find some time on Friday evening to commit to that.

The goal I was most excited about, however, was to deliver an effective monthly strategy call with improved ratings from last month. It was important because the second album is always difficult. But also because it was the end of the first quarter and just six weeks since we introduced OKRs to the whole directorate so it was a moment to celebrate the key results that we’ve achieved and set the tone for how we’re going to do this.

I certainly invested enough in the presentation but at some point during delivery I realised that it didn’t have quite the same energy and engagement as last month. I thought I had a lot, possibly too much content so I rattled through it and finished too soon. I had kept to the format that I adopted for the first one but I fear that also made it feel a bit rehearsed. And at the end of the meeting, I asked people the extent to which it had increased their understanding of how their work contributed to our strategy. I got an average of 3.7/5. Now, a 74% satisfaction rate isn’t bad for a meeting. But I was aiming for higher, and last month it was 82% (and, I think, a larger attendance).

On the upside, I asked attendees for feedback and it must have been apparent that I really wanted it. Because five people got in touch with me afterwards – which is the most ever – to share their thoughts. I was really touched and it helped change Thursday evening from being one of self-flagellation to just mild disappointment. The feedback was also helpful and gave me some clear ideas for how to improve next month’s.

I’ve set three goals for next week:

1. To set the baseline for at least two of the key metrics we’re using to track progress of our strategy
2. To identify the path to live for our email automation tool in a way that’s replicable for future products
3. To ensure we have a clear plan for the onboarding of the new phone system we’re using for our CPS Direct service

Week 30: 27-31 March

I met two of my three goals this week. We had a useful discussion at the TDA about the outcomes our document redaction project needs to achieve in order to move into production. We were trying a sort of ‘pre-emptive governance’ to make it easier for the team to understand what’s needed from their work over the next few weeks. CPS hasn’t been responsible for building many apps before so we’re breaking new ground. It’s probably often painful for the team but if we do it well, we’ll make it easier for the people that come next.

We’ve also made important progress with the WiFi business case. We’ve got a clear understanding of the costs of the approach and designed a consultation exercise with prospective suppliers to test our potential model. However, we didn’t get to the point where there’s a finalised business case – so I’m not sure I can chalk it up as a win.

We presented the digital casework programme to the Senior Leaders Conference in Bristol mid-week. I didn’t actually give a particularly good presentation, but the power of the example was enough to carry it. It was a powerful juxtaposition to make people sit through the tedious process ‘as is’ and showing the benefits of the automation at scale. And I think it stuck with the audience the extent to which this was a cross-team effort.

I’ve taken copious notes from the SLC. I’ve had feedback that I don’t give enough visibility to my team of the conversations that I’m in and their not – and they are completely right. I’ve also worked for people who do this incredibly well and want to get better. But with a rich, two-day session the thought of writing these up is pretty intimidating.

We’ve also reached the end of our first quarter of using OKRs. By my reckoning we’ve achieved nine, four remain in progress and we’ve made no material progress on the 14^th. I’d have settled for that in January – particularly given the ones that we’ve achieved are the most important.

I’ve also been giving a lot of thought to how to apply what I’m learning from the Harvard online course I’m doing about strategy execution, We’ve now identified some key goals that we’re going to use to measure progress against our strategy (part of a ‘diagnostic control system’ according to Professor Simon). I want to turn to our ‘belief systems’- why we work in the way that we do. The more I look the more I see lots of patterns that we want to accentuate but also teams struggling when they try to work together as we haven’t established a norm.

Next week I’m on holiday, so I didn’t set any goals. I’ve got to complete my ‘capstone challenge’ for my course; explaining the biggest strategy execution challenge we’re facing. Shortly after I get back we’ll do the second of our ‘strategy all-hands’ and give our first award to the person or team who have contributed the most to moving forward our strategy (part of our ‘boundary systems’). So plenty to think about, which is for the best. There are enough bank holidays coming up that we’ll have to really focus if we’re to develop enough momentum to take us into the summer.  

Actually, I forgot: there was a lovely end to the week. The team that had come together over a weekend (and beyond) to support CPS through our connectivity outage received a ‘Director’s commendation’. Having time to reflect on it, it’s really nice to know that we were recognised despite the fact that we were helping to fix something that should ‘just’ work and that we work for an organisation that has this culture.

Week 29: 20-24 March 2023

It’s one of those weeks where I’ve hit Saturday and I just don’t have the energy to write a readable weeknote. I persist because of a sense that if I fall off the wagon, I won’t get back on. And one week, when I have something to say, it’ll be too significant to try and just restart the habit.

I hit only one of my three goals this week and it was the easiest to achieve. We had a really good staff conference in Liverpool, and I made a real commitment to spend time with people I knew least well.  I’ve noticed that some of my show & tell style events have been better attended in the last few weeks and this week I noticed some of the people join that I’d spent time with in Liverpool. Of course it might just be that I recognise them a bit better!

Liverpool was particularly helpful for the feedback we got to the introduction of OKRs. In a couple of areas teams said something to the effect of ‘we do important work and there isn’t a key result for us in the next quarter’ and there were some astute observations about things that were missing from the ‘effective and healthy teams and people’ objective. We’re still very much experimenting with the framework and with the opportunity to refresh each quarter, we’ve got the opportunity to incorporate these thoughts.

We didn’t close off the Wifi business case as I’d been hoping, and made even less progress with the cloud business case. The former suffered, completely reasonable, because of the amount of time that went in to the staff conference. The latter struggled because our commercial team’s operating above capacity right now and we’ve got things with more pressing deadlines at play.

Whilst I hadn’t set it as a priority, we did agree the measures we’re going to use to track delivery of the strategy; three for each of the objectives. Some of them are used more widely (we’ve adopted a version of the DORA metrics, for example). Now we need to do the hard work of creating a reporting framework and then get into the discipline of tracking the stats. I’ve been thinking about how we can introduce more of a rhythm to our leadership group meeting so that we develop good habits.

Next week is our senior leaders conference. I’m really excited (and slightly nervous) to see how our digital casework presentation lands and hoping we communicate the clear balance between ‘jam tomorrow’ and benefits today. One of my other priorities is to support the delivering of our casework search and redaction tool and, in so doing, learn about the effectiveness of our governance and what we need to evolve about how the TDA works in practice.

I’m also coming to the end of the Harvard Business School course I’ve been doing on Strategy Execution. We’ve got an essay to write at the end of the course, exploring which element of executing strategy we expect to find most challenging.

So my priorities for next week are to:

• Agree the WiFi business case (pending feedback from an early market engagement event we’re planning)
• Ensure we’ve identified the outcomes we need to achieve to take our redaction tool live
• Listen and learn at the Senior Leaders Conference about what we need to do to meet and raise expectations for our digital casework programme

Week 28: 12-17 March

There were three highlight this week. I led a session at our SLT to showcase different techniques for problem-solving: Crazy 8s, starting with the press release and pre-mortems. The exercise produced some thoughtful responses but we had consistently good engagement and receptiveness to trying different approaches. The even bigger highlight was a user-focused show & tell for our proof of concept around email automation. The preparation time had been effective and we landed it in exactly the way I hoped. The product is now generating interest from other teams and I can’t wait to show it off to some of my key stakeholders. Thirdly, and unexpectedly, I heard a couple of stories about how the team had been working together to support users: one around our approach to receiving data from the Police and another about a patch of a vulnerability.

I also met two of my three goals for the week. We submitted the business case for our Ensuring Service Continuity programme and we’re within sight of completing our business case for ubiquitous Gov.Wifi. Next week we’re looking to do an event for prospective suppliers to learn about our proposed design and ensure that we design a procurement which delivers what we think we need. Neither felt quite so energising but both are important.

My third goal was to develop a draft of the performance management framework for our strategy. I can almost feel myself procrastinating. I made a start, but really want it to be good and feel as though I’m still some-way short of having the right answers. I’ve probably reached the tipping point where I need to commit something to paper to give others a chance to make it better.

I had some fantastic examples this week of effective Return on Management, even if that does sound a bit self-congratulatory. I had an opportunity to get a bit more involved in the work of one of our teams. It ended-up being a bit uneven but a relatively small investment of time and effort gave me insights into tasks, issues and challenges that would otherwise have remained invisible or at least taken months before I’d have found out. I was pleased because I’ve had a nagging doubt for a little while that I’ve not been active enough in developing relationships with people who report to people who report to me.

There are also a couple of non-strategic issues where I’ve intentionally invested a bit of effort in trying to support people resolve things that were taking them disproportionate time for diminishing returns. I’ve got an approach which I’ve learnt (and probably co-opted badly) from Rob Miller but I don’t yet have his persistence for following things through. Protecting time in my diary has been particularly challenging with a 2-day conference next, and then the following week, meaning meetings are getting increasingly squeezed into the remaining space. In the last four days of this week I had 28 hours of meetings.

I’ve been more focused in my goals next week:

1. To have an agreed business case for Gov.Wifi
2. To have a draft public cloud business case ready for consideration by our commercial team
3. To develop deeper relationships with team members during our staff conference

Week 27: 6-10 March

I’m doing a course at Harvard Business School online which has introduced me to a catchy phrase: return on management. It’s not much more complex than it sounds: ensuring that you focus on the things that matter. I’ve been grappling with this for a few years but armed with my colour-coded diary and a small piece of work to put in place a set of measures to help understand our performance against the strategy, I’ve never been clearer on whether or not I’m maximising my return on management.

This week I spent about 20 hours on things that were strategic, important or both. That’s an improvement on last week (I’ve not classified the work out of hours in either week). For now, I’m managing really carefully how many things I’m classifying as important or strategic to avoid gaming my own stats. But it also feels about right: a week in which I was often productive but fell a bit short of knowing that I’d been massively effective. In similar fashion I achieved two of my four goals and moved forward with the other two, but fell short of completion.

There were a couple of things this week where I know I’m struggling. In both cases there are enough elements that are familiar to make me feel as though I know what it should look like and that it doesn’t. But equally there are enough bits that are slightly different that I’m not absolutely confident I don’t just need to work within those differences and realign my expectations. The one that’s easier to write about is a programme that I’m running. We spent a bit of time in previous months trying to set the board up to make sure that we had a common purpose and we knew how we wanted to work together. I felt that board meeting this week fell significantly short of that. The fault is mine alone; I’m the person responsible for the programme and chaired the meeting. But I also haven’t yet worked out what to change or how to make it more effective. There’s three weeks until the next one for me to figure that out.

We’ve also had a collision of a few different procurements all requiring attention this week. We knew in November that it was a possibility and thought we’d worked hard to avoid it but for a bunch of different reasons, we fell into the trap. On the upside, the team worked really effectively to swarm around the challenge in order to meet key deadlines. Looking at the pipeline for the remainder of the year, being good at that is going to get more important.

There’s a busy end to this month with conferences in Liverpool and Bristol. So the next week or so needs to have a strong focus on keeping things going. I’m spending some time over the weekend on a couple of business cases that need to be pushed through the sausage factory and am hoping that next week I can find some quality time to pull together the dashboards necessary to track our strategy development. But I’m particularly looking forward to a session I’m running with our SLT to introduce tools to help our collaboration.

So my goals for next week are to:

1. Agree the outline case for the Ensuring Service Continuity programme
2. Ensure we have a clear plan for our WiFi programme
3. Develop a draft of our performance measurement plan for feedback

Week 26: 28 February – 4 March

This week I noticed the impact of the small things. I reckon I was a bit grumpy over the weekend because a kept getting small reminders that a year ago it was Liverpool winning the League Cup. It wasn’t made any easier that another team in red won it this season.

We did a show & tell for our proof of concept which had some really good features. The team was showing us code, talking about the benefits of the CI/CD pipeline and the importance of user centred design. However, I hadn’t spent enough time helping them pitch it right for the audience so my anxiety took over during the presentation that it wasn’t meeting the needs of the majority of the audience. There’s a fine line between trusting the team and watching them through fingers. Mostly I was a bit sad for the team which had done such good work that they deserved it to land with excitement.

I led our first monthly strategy call to help the team understand the work we are doing to deliver against our refreshed vision and strategic objectives. It’s a short experiment to see if we can increase the number of people who can see the link between their work and our objectives. There were bits of the call that were a bit unusual in the CPS (as people arrived, I polled them on their domestic TV streaming habits to avoid starting with low energy – a trick I learnt from one of our partners in Hackney although personally disliked at the time) but people ran with it. And in the questions afterwards I was asked to show how my objectives mapped onto the strategy. I loved the call for openness and accountability. And at the end scored the event 4.1/5 on average, in terms of its usefulness in understanding how their work will deliver our strategy. It’s enough to be looking forward to the next session.

We had a major incident, briefly, which affected some of our offices. At its conclusion we were joined by all of the senior stakeholders from the suppliers. It was a small but visible sign of how seriously they took the incident and demonstrated their determination to put it right.

I had a really useful ‘keeping in touch’ with the boss where we reviewed my progress against objectives. Whilst I remained pleased overall with the progress I was making it was also a useful reminder of where to sharpen my focus. There were slightly too many things that remain on ‘red’ to be too pleased.

Those short moments probably amounted to less than 10% of my week. But they had an out-sized impact on my morale.

There were a couple of half-day sessions this week as well. Both were incredibly useful. We had an open conversation with our main supplier to better understand their strategy globally, in the UK and in our sector. It was immensely helpful to enable me to start joining the dots. We also spent time exploring strategic partnerships and what we needed to do to be an effective partner within the criminal justice system. As usual with these sorts of workshops they’re mostly useful for bringing you together with peers in a different environment to help develop your understanding of their world.

At the end of Friday I’d set aside 3 hours. Ambitiously I wanted to redraft the technology strategy and roadmap as well as complete the strategic outline case for our ensuring service continuity programme. I started with the latter which is urgent as well as important and it took me far longer than anticipated. But I’m writing my weeknote now having met both those goals.

I’ve started deliberately waiting before committing to my weekly goals until I’ve heard what my team are prioritising and then making sure I’ve got space to establish my priorities around theirs. So next week I will be:

1. Supporting the team to get approval for the ‘full business case’ (or award report) for new contact centre software for our CPS Direct service
2. Support the production of the business case for transforming our internet connectivity
3. Supporting the POC team to engage with users
4. Time permitting, designing the measurement & evaluation approach to tracking delivery of our technology strategy and roadmap

Week 25: 20-24 February

Sometimes it’s hard to get going after a holiday. Not this one. I went out for a run and got back to find out we had a problem. Because it was a Saturday and because of what it was I expected it to be over by lunchtime. Like the First World War, it turned out to last a bit longer. Saturday finished on Sunday and Sunday started early. But we were smart enough to mobilise help. By 10am we had folk all over the country coming together to help solve the problem. I’m grateful to all of them of course – and embarrassed that our service failure caused such inconvenience to colleagues. But I’m particularly proud of the roles played by our core team. It was an invaluable and accelerated learning experience for me and I’m confident we can do more of this stuff.

On Monday morning I dressed for a run but didn’t make it, and didn’t actually manage a shower until I had to go out that evening. It turned out that we hadn’t fixed it, and it took until Tuesday evening before we knew for sure. It was definitely going to be one of those weeks.

The most important thing this week was our event at TechUK to discuss the technology strategy and roadmap. Our event there in August had helped identify the need for the document and so it was fitting to go back with an early draft and get some feedback. Refreshingly there wasn’t a mushy consensus but I had a proper challenge to my thinking. There were lots of supportive comments too, and at least from my perspective the discordant comments made the event more interesting. we’re lucky enough that people have taken time to make detailed comments on the draft which is really rewarding and I’m very grateful.

I was up early on Wednesday to get the first train to London for another productivity deputy director meeting.  At the moment the more we do, the better we get at them. The TDA had its first disagreement (as well as its best document so far (on digital jury bundles). By Wednesday evening though I was knackered and watched Your Place or Mine almost until the end which made me disgusted in my choices.  

Thursday was then a marathon of 9 meetings (although I actually haven’t run all week) followed by another late night and then a 7am train to York.

In my by now semi-delirious state I then managed two energising sessions; a one to one and a discussion with members of our innovation team. The former showed we’re getting much closer to some key strategic developments. Out of the latter we’re going to form a regular slot for people to come and tell me what I need to do differently. But it’s also clear that whilst we’re impatient for change (and probably need to dial this up) many of the ideas we’ve had about how we work mean we’ve analysed the situation correctly and our teams want to make these changes happen. 

So I’m mostly looking forward to the weekend. But when we get there, my priorities next week will be:

• Agreeing the strategic options case for our ensuring service continuity programme (which relates to 20-odd applications which we’re redesigning)
• Using the feedback from suppliers to redraft the tech strategy and roadmap
• Supporting the first show & tell for our proof of concept and helping it land well with users

Week 22: 30 January – 3 February

It was a funny old week. By an objective measure, I failed. I set three goals and met just one of them. Our Product Owner has made a good start in leading our proof of concept and the team is starting to feel like a multidisciplinary product team using Agile approaches to deliver value to users. But I made no progress with the business case to give the overview of the Ensuring Service Continuity programme. And I didn’t touch the tech strategy and roadmap.

The senior team of the directorate had an ersatz away day on Tuesday. There were eight different topics we wanted to cover but we managed to do it as if a single conversation which worked well. The perennial challenge is whether the actions match the analysis and how on earth you find time for the actions alongside everything else (particularly when, by virtue of having spent a day away from things you’re already chasing your tail for the rest of the week). But by sharing a summary of the discussion with the team I’m hoping that we can use the expectation and accountability that creates to make progress. One of my reflections following the day is that I’ve been effective at landing a handful of phrases to describe where we are. Now I need to find ways of articulating positive phrases to describe where we want to be.

The other big commitment this week was a collaborative session with a supplier. We’re reaching the end of the rollout phase and need to transition into service. We’ve got stuck on working through some of the contractual details. So by getting everyone around the table we were able to crack through most of the issues and develop a clear plan for what’s left. I do wonder what the true ROI looks like but given it has to be done, better to do it well.

I’ve spent most of my life trying to find shortcuts. I was always impatient for the next challenge and more interested in what’s next than what’s in front of me. But, in my increasing years, I have some gratitude for the value of experience. One of the most important things I’ve learnt in the last five years is different techniques to solve a problem. I’ve now got five different tools I use regularly whereas before I really only had one. The world of consultancy doesn’t really provide scenarios to do this.

I finished the week by going to an event on rugby coaching with the guru for all amateur coaches, Dan Cotterrell. One of the key things that I’ve seen training children is how much more effectively they learn when a skill is ‘layered’. The drill begins with a single, short idea and then as the session continues a new aspect is added at regular intervals. Of late I’ve been obsessed with how this could be adapted to a work environment. I’ve not yet convinced anyone else of this. But the key events this week showed opportunities to break down how we could work differently into small components that we can simplify, practice, improve and then build up.

At our priorities meeting on Friday morning I revealed how I failed to meet any of my goals and tried to get out of jail free by making more vague commitments to next week’s goals. I’m still not confident I’ve nailed them. I think there’s something around:

1. Our readiness to initiate the tender process for the Service Desk
2. Preparing for the first show & tell for our proof of concept
3. Sharing a draft tech strategy and roadmap, incorporating feedback from our teams, ahead of our TechUK seminar in a couple of week’s time
4. Ensuring we complete the actions to transition our contract into business as usual

Week 21: 23-27 January 2023

It’s funny how easily busy-ness appeals to me. It gives me a sense of importance and purpose. From time to time I even marvel at my own ability to switch from one topic to the next and congratulate myself on the fact that I’ve done so seamlessly. It would be easy to write this week up as a success because I was busy.

Not only did I have five days crammed full of meetings but I managed actually to do some stuff, too. We had a purposeful TDA meeting which made three decisions. And we initiated the process to recruit a Product Owner, although we won’t actually make a decision until early next week.

On top of that, I led the first of the internal engagement sessions we’re running to build out our technology strategy and roadmap. I was particularly pleased that Debbie, Michael and Russell will each run one themselves as it’s an opportunity for them to engage with it differently. The session I led sparked useful set of points and subsequently Russell’s session appears to have prompted even more feedback.

At the end of the week I attended by first in-person CTO Council meeting. The important cross-government forum was exploring a number of issues directly relevant to our work including principles for effective cloud adoption and how to tackle legacy technology. I’m still figuring out how the central government stuff works between departments but it seemed to be a positive, purposeful and collaborative meeting.

So it was a good week.

There were a couple of important caveats, though, and I suppose it shows why I put so much emphasis on the process of setting weekly priorities. We got really valuable feedback on the design of our Service Desk procurement and identified four key things that will shape our evaluation criteria. We weren’t able to get the procurement published, though. Whilst that was for reasons beyond our control it was an important qualifier on the success of the week. We did design a response to our People Survey but despite a good conversation at our leadership team meeting it felt like we were exploring rather than solving.

I’m not actually sure, therefore, that I was any more effective this week than any others. It felt good and energetic but without any greater delivery.

My diary is distinctly lighter next week. We were expecting to have a Senior Leaders Conference which was postponed due to the train strikes and so I suddenly became free on two days. So I’ll need to use the extra time really well in order to really focus on delivery. We had an interesting, albeit brief, discussion in our weekly catch-up about how to balance supporting the goals of our teams with using our team to engineer what happens next.

I’ve set three goals for next week but they still feel a bit short of vision and drive. Currently they are to:

1. Draft the paper for investment committee to explain the scope of the ‘Ensuring Service Continuity’ programme. It’s not urgent but if I don’t do it now, I’ll regret not putting the sare time to good use
2. Onboard the Product Owner for the proof of concept so that we can support the product team and grow our understanding of what could be achieved beyond the proof of concept phase
3. To use the feedback from the engagement sessions to design the next iteration of the tech roadmap

I’ll spend some time over the weekend looking at the quarterly objectives for the team and my personal objectives in order to work out whether I could aim higher.