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We need to consider if we have the right level of management overhead. We need to consider how we resourcing - protecting Clarasys people as they can grow accounts etc. Do we have a plan for this?

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Utilise Steven if we are struggling with anything.

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more visibility of HMCTS work - how they are getting on

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Be more specific when defining new roles

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Consider alternatives for raising issues with Gareth. How do we make him more urgent? Possibly explore bringing Jenni in more. Reference examples we now have will make sure Gareth doesn't make the same mistakes again

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Build relationships with Adrian and Jenni - showcase more work to her, sit next to her when possible. Make Adrian aware of what we are doing to potentially spread further than EM

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Support Gareth in his coaching capability. We could have supported him more on this front.

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Built great relationships with various stakeholders and challenged very effectively when we didn't feel something was right

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quality of deliverables were fantastic

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passion, drive and motivation

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breadth of skills - change, design and comms

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Bringing people closer to areas we own independently.

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Think about how team comms is managed as our team grows. Sometimes missing stuff on google chat

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More feedback in the team - little and often

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Better tracking of WIP. Kanban board worked v well for MVP management. Can we replicate?

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Design/Change weekly call time should be protected. Slipped a little over last month or so (due to MVP)

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More diligent about monthly plan timings

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Improved tracking of risks/monthly plan management

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growth of team. Clarasys clearly reached 'trusted partner' status

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good coverage/relationships across teams (e.g. contract management/testing)

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discreet pieces of work - commercial review and alcohol monitoring

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design / change weekly calll

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flexibility between design / change tasks