Transformation executive and trusted advisor to senior leaders navigating complex organizational change management, product strategy, and enterprise transformation.
Eric Cussen is a transformation executive and trusted advisor to senior leaders navigating complex organizational change management (OCM), product strategy, and enterprise transformation. With three decades of experience, he helps enterprises focus on the most critical work, accelerate time to value, and build durable delivery systems that align strategy with execution.
As Partner and Chief Transformation Officer at Agile Velocity, Eric works directly with executive teams to improve product and portfolio decision-making, modernize operating models, and remove systemic waste across end-to-end value streams. His approach blends deep expertise in product management, agile delivery, organizational change management, and systems thinking with a pragmatic, business-outcomes mindset—ensuring transformation efforts translate into measurable results, not theater. Eric operates at the Organization level, where transformations actually succeed or fail, integrating change management into the transformation itself rather than treating it as a bolt-on.
Eric has led large-scale transformations, organizational change initiatives, and product programs across industries including financial services, healthcare, aviation, insurance, and technology, supporting organizations from high-growth startups to global enterprises. He is known for quickly establishing credibility with leaders, challenging assumptions constructively, and helping teams make hard trade-offs while maintaining a long-term strategic view.
A frequent executive coach and speaker, Eric focuses on enabling leadership teams to create clarity, accountability, and flow, so organizations can consistently deliver what matters most to customers and the business.
94 articles on the Agile Velocity blog
Agile coaching vs training is not a choice. Training installs the knowledge, coaching embeds it, and the enterprises that succeed use both.
An agile training rollout fails at scale for five avoidable reasons. Here is each pitfall with its fix, for leaders vetting a company-wide rollout.
The right enterprise agile training vendor is not the one with the most certifications or the lowest price. Five criteria that predict which one delivers.
Agile training for large teams that sticks: sequenced private cohorts across teams plus a coaching layer that turns a class into changed behavior.
Private vs public agile training is not about which is better. It is about which fits the job: a credential for an individual or real change for a team.
A practical roadmap for scaling agile training across your organization: pilot then scale, align leaders, and tie every course to a business outcome.
