We coached Agile into some of the largest companies in America. Now we do the same for AI.
Ted Tech has been writing playbooks and coaching delivery teams inside large organizations since 2020. Today that work is AI: what to fund, how to run it, and how to get your people using it.
We have coached delivery teams and written playbooks inside large organizations in each of these. That means we arrive knowing your release cycles, your regulators, and the reasons your last change program stalled.
Big companies rarely fail at AI because the technology is weak. They stall because the use case was never worth funding, because security and procurement were brought in too late, or because teams went back to old habits once the consultants left.
We have seen this before. From 2020 to 2024 we coached Agile delivery inside homebuilding, banking, insurance, data infrastructure, and pharma. Same problem, new technology.
What we do
Focused engagements designed for enterprise delivery environments where outcomes matter more than slides.
AI product management training
We teach product managers, product owners, and their leaders how to build AI products. What is different about scoping a feature when the output is not the same every time, how to test quality when there is no single right answer, what to measure, when to stop, and how to decide which use case is worth building next.
AI roadmap and use case prioritization
A short review of what you are already trying, a clear business measure for each idea, and a ranked plan your leadership can defend in a budget meeting. If something is not worth funding, we say so.
AI workshops and enablement
Working sessions where people bring their own work, use the tools on it, and leave knowing what these tools are good at and where they fail. Then the part most firms skip: getting the tools into daily work. Guardrails, review steps, quality standards, and support through the first few months while habits form.
Project to product
Moving from funding projects to funding teams that own an outcome. We help you restructure teams, change how money flows, and set the measures that go with it.
Agile coaching and scaled delivery
This is where we started. From 2020 to 2024 we implemented SAFe at large clients and provided the training for their scrum masters and product managers. We wrote the playbooks those organizations ran on and coached the leads who used them.
How we work
Two week review
We talk to the people doing the work, look at your current backlog, and come back with what is worth funding and what is not.
Pilot
One use case, a clear number to move, a fixed end date.
Roll out
We work with security, risk, and platform teams from the start, not at the end.
Handover
Your team runs it. We stay only as long as you want us there.
Why teams pick us
We have scaled it, not just talked about it.
We implemented SAFe at large clients and provided the training that went with it, inside organizations with thousands of people in delivery. We have seen what breaks at that size and what a framework cannot fix.
Alignment is the actual product.
Most large organizations do not have a shortage of good ideas. They have five teams planning to five different calendars and no agreed order of work. That is what we fix first.
We know your industry.
Homebuilding, banking, insurance, data centers, pharma. We do not spend the first month learning your business, and we do not bring you a playbook written for a software startup.
We have done this at your scale.
Our work has run inside organizations with thousands of people in delivery. We know what breaks when a good idea meets a large company.
We work inside your constraints.
Security review, procurement, legacy systems, vendors already under contract. We plan for these instead of complaining about them.
We measure on your numbers.
Hours saved, cases closed, error rate, cost per unit. Not demo quality.
We build your team up.
Every project ends with your people able to run the work without us.
Track record across enterprise environments
Sector challenges we have addressed inside large organizations.
Pharma and life sciences
Teams were told to work in an agile way inside an environment built for validation, change control, and audit. Every sprint ran into a documentation gate that was never designed for two week cycles, so teams either slowed down to match the paperwork or quietly ran two processes side by side.
Banking and insurance
A large delivery organization with real risk and audit obligations, planning in quarters, finding dependencies late, and assembling evidence in a rush at the end of every release.
Homebuilding and residential construction
Technology work was funded project by project. Teams formed, delivered, and broke up, so nobody owned the systems that sales and construction depended on once the project closed.
Data centers and digital infrastructure
Platform and operations teams spread across regions and time zones, each with its own way of working, so every handover started with relearning the process.
Training that came with the rollout
At one client, scrum masters and product managers understood the theory from a short course but could not see how it applied to their own backlog, their own dependencies, and their own leadership.
AI work, 2025 to today
Leadership and delivery teams struggled to distinguish practical, high-value AI use cases from polished demos, resulting in pilot tools sitting underutilized.
Ready to talk?
Bring us one AI idea that has been stuck. We will spend an hour on it with you and tell you honestly whether it is worth building.