About Us
At Nimble Minds, we help teams and organisations:
Validate what to build next through product discovery and innovation
Improve delivery flow so the work moves with less friction
We train Product Owners, Scrum Masters, and other agile specific roles to build on their knowledge to extend frameworks as patterns not rules.
Ready to use Playbooks
Cheatsheets for Facilitation & Coaching
Training Material and Canvases
Who We Are
What sets Nimble Minds apart?
Most improvement efforts add process. We reduce noise and make the real constraint visible. We combine training, discovery to innovate, and flow improvement to turn ambiguity into measurable progress.
Diagnostic first
We start by pinpointing what is slowing value down and what proof is enough before recommending a path.
Evidence led, not opinion led
We use flow metrics and practical interventions like reducing WIP and batch size, plus customer research and experiment outcomes, to decide what to change next.
Beyond training
We do not stop at workshops. We coach inside your real workflow so habits survive beyond the certification.
Small steps, measurable progress
We work in short cycles, define success upfront, and track whether delivery and decisions are actually improving.
Direct access
You work with the people doing the work, not a rotating bench where there are delays and handovers.
How We Approach
Step 1
Connect & Explore
Let’s connect, meet and get to know each other, and hear what’s on your mind.
Step 2
Join Our Rapid Workshop
With 1 or 2 focused days, we clarify your goals, spot what needs to change, and assess where things stand. Together, we agree on a value-drive service model with clear scope
Step 3
Co-Design Our Engagement
Choose a service or shape one with us. We focus on outcome-based agreements with clear constraints
Step 4
Execute & Evolve
We co-deliver in small, meaningful steps. Your feedback shapes our next move, for us to improve constantly
Our Manifesto
“Though minimum creates maximum”. What that means is Our clients have full unconditional rights on receiving maximum value at a minimum cost
Everything related to the work, in pursuit of delivering the work, and analysing the work are merely “means” of delivering value and not the value in itself
No one method is a recipe for success. So we will always mix and match our processes
We will always invert the problem space before solving them
Every solution we propose would be treated as a hypothesis until our clients accept it
We are as good as our end clients’ successes
Always be mindful of fixing the whole, not the pieces starting with observing the relationship of pieces
We will value building relationships over commercial transactions
We will always seek underlying reasons for the problem to have occurred in the first place
While understanding the problem space we will always quantify the bottlenecks
We will measure every goals that we agree to solve and reflect later to improve
We will be mindful with our approach and would always use situational awareness in servicing our clients
Our Team
Hi, I am Supro
I help teams reduce rework, validate what to build next, and build Lean Agile habits that stick beyond certification. My work sits at the intersection of product discovery, value flow, and capability building.
I like to start with a discovery call to make the real constraint visible, then use evidence to guide decisions. This evidence includes flow signals like cycle time, queue length, and blocked work, plus interventions like reducing WIP and batch size. On the product side, it includes customer research signals and experiment outcomes using evidence based product discovery techniques.
My approach is rooted in Toyota Management principles, system thinking, and lean : make work visible, treat problems as cues, and evolve the system of work rather than pushing people harder.
I bring a background in positive psychology and organisational coaching. Most teams do not have a tool problem, especially in the age of AI. They have a social system problem: unclear outcomes, low trust, slow decisions, misaligned incentives, and fractured relationships between roles. That is where I often act as the glue between the technology system and the human system.