Agile Journeys is an ongoing series of candid conversations with Agile professionals from across the spectrum — from technical leads and enterprise architects to Scrum Masters, Agile coaches, and transformation leaders. Brought to you by: Catapult Labs. Each conversation dives into the realities of Agile transformations, adoption, and scaling: the frameworks that work (and the ones that don’t), the processes and tools that enable change, and the human challenges teams face along the way.
Our goal is simple: share unfiltered, practical insights from the people living Agile every day — so you can learn, adapt, and make your own teams thrive.
In this installment, we sat down with Lindsey Norman, Global Director of Solutions at Catworkx, a Platinum Atlassian Solution Partner. Lindsey’s career path is anything but linear — from mathematics to project management, to leading global solution teams across the U.S. and Europe. Her story reflects the evolution of modern solution design: where empathy, adaptability, and clear communication matter as much as technology itself.
From Math Major to Atlassian Ecosystem Leader
Before joining catworkx, Lindsey began her corporate journey at an insurance company, stepping into project management just as the company embarked on an Atlassian and Agile transformation.
“I had never heard of Atlassian or Agile — both were completely new to me,” Lindsey recalled. “But I quickly found myself becoming the main point of contact between our team and the Atlassian partner. That’s where I realized I loved the problem-solving side of transformation work.”
That early exposure shaped her entire perspective. From Granette Consulting to Praecipio, Lindsey helped deliver full-stack enterprise implementations — Jira, Confluence, Service Management, and more — for highly regulated industries like finance and insurance.
“I’ve never known the Atlassian ecosystem any other way than as a complete, end-to-end environment.”
Overcoming Imposter Syndrome and Redefining “Tech Careers”
Lindsey’s professional path wasn’t planned — she originally intended to become a teacher and switched majors multiple times before finishing a math degree with a minor in computer science.
“I didn’t think I fit into corporate life. For the first few years, I was waiting for someone to realize I didn’t belong,” she said.
“But over time, I realized that my ability to connect people — to get rooms talking and working together — was my superpower.”
That realization also fueled her advocacy for women in technology and initiatives like Her Power and Girls Who Code.
“We need to redefine what a career in tech looks like,” Lindsey emphasized. “It’s not just coding — it’s about strategy, facilitation, communication, and building solutions. Many women don’t see themselves reflected in those roles yet, and that needs to change.”
She shared that she’s still often mistaken for a marketing leader at industry events — a subtle reminder of how representation in technical leadership still lags behind.
“It shouldn’t be a surprise to see a woman leading solutions architecture,” she said. “Visibility changes perception.”
The Role of Diversity — in People and in AI
Lindsey is deeply passionate about diversity — not only across gender or geography, but across experiences.
“AI is trained on the data we give it,” she explained. “If those data sets lack diversity, the systems we build will reflect the same blind spots. The more perspectives we bring in, the better these technologies will serve society.”
She believes diverse teams aren’t just “nice to have” — they are essential to building fair, innovative systems.
“Diversity is about life experience. The more varied the backgrounds on a team, the better the collaboration — and the better the outcomes.”
Leading Global Teams: The Balance of Culture and Collaboration
When Lindsey joined catworkx earlier this year, she was initially tasked with leading the U.S. solutions organization. Just six weeks later, her role expanded globally — overseeing teams across Germany, Switzerland, and Spain.
“It was a surprise — a good one,” she said. “But I had to quickly adapt to different communication styles, decision-making rhythms, and cultural expectations.”
She reflected on how European business culture — with its emphasis on ethics, balance, and collaboration — resonated deeply with her own values.
“I’ve learned to tailor our conversations and solutions to the goals and realities of each region,” she said. “Clients in the U.S. and Europe often prioritize very different things.”
From Features to Outcomes: A Shift in Consulting Mindset
One of Lindsey’s strongest messages to the Atlassian ecosystem is the need to focus less on features — and more on business outcomes.
“Features are great, but they’re not the story,” she explained. “Start with the business outcome you’re solving for, and work backward. That’s how you create alignment and real collaboration.”
This principle also drives how catworkx engages clients:
“Our pre-sales work starts with listening — truly listening. Clients don’t remember what slides you showed. They remember how you made them feel and whether they felt understood.”
Enterprise Patterns: Data Minimalism and “Customized Consistency”
Across North American enterprises, Lindsey sees a clear pattern emerging.
“Leaders want minimal data with maximum impact,” she said. “They want standardization and decision intelligence — consistent, simple ways to act on insights, not endless customization.”
She described it as “customized consistency” — balancing flexibility with governance in massive organizations where too much freedom leads to chaos, and too much control stifles innovation.
Navigating Change: The “Academy” Mindset
At catworkx, one of the capabilities under Lindsey’s leadership is Academy, which focuses on training and organizational enablement.
“Every solution we design has to be adopted by real people,” she said. “Change enablement isn’t an add-on — it’s part of the solution.”
She emphasized the importance of tailoring communication to each audience — concise and high-level for executives, detailed and practical for teams.
“Our job isn’t to force clients to fit our process. It’s to understand how they work, how they think, and help them make informed decisions — even if that means letting them fail safely.”
The Evolving Role of Solution Design
For Lindsey, modern solution design is about bridging business and technology.
“We’re not just configuring Jira anymore. We’re guiding leaders to identify the data that truly matters,” she said.
“My job is to be that bridge — helping executives see the value of consistency without fearing loss of control.”
Her leadership philosophy centers on communication, clarity, and confidence — all traits she once doubted she had.
“I used to think the smartest person was the one using the most complex words,” she laughed. “Now I know the real skill is in brevity — in explaining complex ideas simply and meaningfully.”
Advice for the Next Generation of Solution Leaders
Lindsey’s advice for those entering the Atlassian ecosystem or growing into leadership roles:
“Start by understanding the organization’s current state before prescribing change. When clients feel seen and understood, they trust your recommendations.”
“And remember,” she added, quoting Carl Sagan, “If you can’t explain it simply, you don’t really understand it.”
Final Reflections
Lindsey’s journey — from an uncertain math student to a global leader shaping enterprise collaboration — is a story of resilience, empathy, and continuous learning.
Her message to Agile and Atlassian professionals:
Listen more. Lead with empathy. Design for people, not processes.
✨ Key Takeaways
- Diversity — in teams and data — drives better outcomes and fairer AI.
- Global collaboration requires curiosity and cultural empathy.
- Start from business outcomes, not features.
- Effective consulting is about how you make clients feel.
- Brevity and clarity are leadership superpowers.