Kok Ewe ('KE') Siew is an Agile Coach & Certified Scrum Trainer.
KE has been involved in many product development projects in the semiconductor industry since 1994. He had a successful career as a product development engineering manager, but in 2009, he decided that he had had enough of the problems repeatedly encountered by product teams as a result of the waterfall approach to product development. KE decided to join in on a mission by a small group of Agile champions to transform the mindset and culture of the semiconductor giant to Agile, one small team at a time. He became a full-time ScrumMaster/Agile Coach, and started coaching and training Scrum teams.
KE is today a recognized pioneer of the Agile community in his home site, Intel Malaysia. Agile adoption is gaining momentum in the corporation, and KE spends most of his time nowadays mentoring product teams and their managers to help them with their Agile transition. KE has conducted many Scrum workshops teaching Agile principles/values and Scrum practices to new teams. He emphasizes on the importance of the 'Agile mindset' as this greatly facilitates the adoption process. Many of the teams he has trained have successfully embraced Agile thinking to achieve great business results.
KE’s qualifications include a Bachelor of Electrical Engineering (1st Class Honours) from the University of Melbourne, Australia; a Master of Business Administration from the Heriot-Watt University, Scotland; and a Master of Science in Manufacturing Systems and Technology from the Nanyang Technological University, Singapore, under the Singapore-MIT Alliance programme.
Qumility is a boutique consulting practice dedicated to transforming organizations to unleash their true potential through the adoption of Agile/Lean thinking and practices.
As a Certified Scrum Trainer(R) by the Scrum Alliance, I focus on providing high-quality Agile/Lean education and coaching to organizations in the Asia/Oceania region. I have conducted Certified ScrumMaster(R) courses for clients in India, China, Singapore, Malaysia and Australia.
Two years after discovering Agile, Lean and Scrum, I gave up being an engineering manager and started "freelancing" within the company as a ScrumMaster and Agile Coach. I was about the only Intel employee who defined his own job function and charted his own course to champion a new way of thinking/working in the company.
Being the only Certified Scrum Trainer(R) in the company, I had conducted numerous internal public Scrum classes to impart the education necessary for transforming the company's product development mindset. More than 500 people have learnt about Scrum from these classes. I also cherish the opportunity to coach more than 20 Intel teams on their Scrum adoptions.
As a pioneering Agile/Lean evangelist, it was a pleasure to discover and work alongside other similar-minded people, and to see the growth of a passionate community of Agile/Lean practitioners within Intel Asia. I am especially proud to contribute to Intel Malaysia's hosting of the annual Intel Agile and Lean Development Conferences since 2012.
I am grateful to Intel and all the people I have worked with for the wonderful opportunity to learn and grow together.
I managed the Product Development Engineering department of the Embedded and Communications Group. The department is responsible for bringing new embedded processors, chipsets and system-on-a-chip products from design to revenue generation. During my tenure, my team successfully delivered six new products to the market, generating millions in revenue for Intel’s embedded business.
I am also the chairman of my business group's Great Place to Work (GPTW) committee for 3 years, and pioneered the launching of many creative social events, organized by employees for employees.
I led a team of Product Engineers to manage the test operation of camera modules (for mobile phones) at a contract manufacturer to achieve product yield and quality targets. My team successfully overcame many challenges to turn around an extremely high-volume product with poor yield and quality performance through continuous improvement. The result is the recovery of ~15% yield loss and ~80% reduction in customer complaint.