Coaching and facilitation across your whole Agile system — from retros and standups to planning, metrics, and reporting — with people over process at the center.
I work with teams and leaders to look beyond individual rituals — sprint planning, standups, retros, reports — and see the full system they’re sitting inside: communication, expectations, leadership, and the story your metrics are telling (or not telling).
The goal isn’t to “do Agile better” in the abstract. It’s to help your actual humans work together with more clarity, trust, and adaptability — using just enough framework to support that.
Talk about your team or orgIf any of this sounds familiar, you’re not alone — and it’s not a personal failure. It’s a system doing what it was set up to do.
You “do Scrum” or “run SAFe,” but it feels like the framework is in charge — not your context. We look at where the framework helps, where it harms, and where a lighter, more honest approach would serve better.
Standups drift into status meetings, planning is a rush, retros repeat the same themes. We reconnect each ritual to a clear purpose and rebuild them around real constraints and human dynamics.
Velocity charts, burndowns, and dashboards exist — but they don’t change decisions. We redesign reporting so it supports better conversations between teams and leadership instead of becoming performance theater.
Support for both the humans and the system: individuals, teams, and the frameworks and reports they live inside.
Coaching for product and engineering leaders, Scrum Masters, and Agile coaches who are carrying a lot of complexity and want a place to think, feel, and experiment.
Side-by-side support for a team or group of teams: observing rituals, spotting patterns, and co-designing new ways of working that feel human and sustainable.
Work on the containers around the team: the framework in use (or half-use), the reporting cadence, and the metrics story you’re telling to leadership.
Related writing exploring small shifts that influence people, teams, and systems.
A different way to hold retros: fewer tasks, more experiments, and more learning.
Looking at a tragic aviation disaster through the lens of modern teams: hierarchy, hesitation, and what happens when no one feels able to say the obvious.
How unprocessed experiences shape the way we grow, lead, and show up.
Whether you’re a single team, a group of squads, or a leader trying to make sense of it all, we can look at what’s really happening in your Agile system and design a few grounded experiments from there.
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