Senior Agile Coach

Cast & Crew

9d•$130,000 - $150,000

About The Position

Cast & Crew is seeking a Senior Agile Coach to lead the next stage of agile maturity across its Engineering organization. Reporting to the Senior Director, Engineering Operations, the role works with teams in the US and India, partnering with engineering triads, squads, tribes, chapters, and Engineering leadership to improve the flow of work from idea to production. This player-coach role involves directly coaching squads while shaping the organization’s operating model for planning, delivery, measurement, and continuous improvement. The Senior Agile Coach will develop internal coaching capability, use data to guide improvement, and support responsible AI adoption across the software development lifecycle. The focus is on outcomes and delivering better software rather than simply increasing output.

Requirements

At least 8 years coaching agile software development teams as a Scrum Master, Agile Coach, Delivery Coach, or equivalent, including leading agile transformation across multiple teams.
Deep working knowledge of Scrum, Kanban, lean, and scaled agile practices, with strong fluency in flow concepts such as WIP limits, queues, batch size, and cycle time.
Demonstrated experience using flow and delivery metrics, including cycle time, lead time, throughput, defect trends, and DORA metrics, to drive measurable team and organizational improvement.
Strong facilitation skills, including experience running productive planning sessions and retrospectives and resolving team conflict constructively.
Advanced hands-on experience with Jira and Confluence, including workflow configuration, automation, and dashboarding.
Hands-on experience using AI tools in agile coaching or engineering operations, including the ability to discuss specific tools, workflow integration, measurable business impact, and continued experimentation with emerging AI capabilities.
Excellent communication skills and ability to coach individual engineers, Engineering Managers, and engineering leadership.

Nice To Haves

Experience building internal coaching capability, such as mentoring junior coaches or establishing an Agile Center of Excellence or guild structure.
Experience in a distributed, multi-time-zone organization, including work with India-based teams.
Experience with Jellyfish, eazyBI, or comparable engineering intelligence and reporting platforms.
Familiarity with Team Topologies, the Spotify model, Extreme Programming (XP), DevOps, and CI/CD practices.
Experience coaching teams through DevOps and CI/CD adoption, including test automation practices such as TDD, BDD, and ATDD.
Background in B2B SaaS, payments, payroll, or entertainment/production-related industries.
Relevant certifications such as SAFe SPC, ICAgile ICP-ACC or ICP-ATF, CSM/CSP, or Kanban University certifications.

Responsibilities

Define and evolve the organization’s ways of working, including definitions of ready and done, working agreements, cadences, and the end-to-end delivery value stream.
Conduct periodic squad maturity and health assessments and target coaching based on their results.
Guide teams in the flow framework while maintaining consistency in practices that support visibility and predictability.
Support Team Topologies principles, including cognitive load awareness, clear team interactions, and fast value flow.
Partner with Engineering leadership to establish process governance and sustained ownership of standards.
Recommend ways to simplify and consolidate engineering delivery tools and workflows.
Coach multiple squads in planning, delivery, and continuous improvement to support predictable execution of committed work.
Make workflow visible across teams and the organization, identifying work entry points, queues, blockers, and exits.
Facilitate quarterly and program-level planning and help teams proactively manage cross-team dependencies and release readiness.
Help teams resolve impediments and escalate systemic blockers to Engineering Operations and Engineering leadership.
Foster collaboration among Product & UX, Engineering, QA, and team Anchors.
Own the agile and flow metrics framework for coached teams, including cycle time, lead time, throughput, work-in-progress, predictability, deployment frequency, change failure rate, and defect trends.
Lead blameless retrospectives and root cause analyses that produce concrete, owned action items, and follow up on improvements.
Run evidence-based improvement experiments and coach teams to use metrics for learning rather than performance scoring.
Use flow data to identify automation opportunities and track their impact on delivery metrics.
Track and report technical debt trends, capacity spent on paydown, and relationships to defect rates and cycle time.
Coach and mentor internal agile coaches, Engineering Managers, Anchors, and team leaders in team operations and continuous improvement.
Design and deliver interactive training and workshops on agile fundamentals, ceremonies, estimation, and flow metrics.
Contribute standards, playbooks, templates, and facilitation guides to the Engineering Operations coaching library.
Facilitate adherence to engineering and delivery standards, including ready and done definitions, story sizing, code review practices, and release management requirements.
Champion the release train cadence, code freeze policies, and shift-left quality practices.
Coach teams to automate repetitive delivery processes, including testing, build and deployment pipelines, and Jira workflow rules.
Partner with Engineering Operations, DevOps, and QA leadership to advance CI/CD adoption and test automation.
Help teams define, categorize, and log technical debt consistently in Jira.
Coach teams and Engineering Managers to size, prioritize, and plan technical debt alongside feature work, including sustainable capacity for paydown.
Help teams maintain engineering hygiene through test coverage, peer-reviewed work, and disciplined definitions of done.
Coach teams to measure success through value delivered, defect rates, and customer impact rather than story point velocity alone.
Reframe team discussions around scope, quality, capacity, risk, and timelines so commitments are realistic.
Foster safe team environments where people can raise risks, surface blockers, and challenge assumptions constructively.