Senior Scrum Master

A coach first, supporting a U.S. Space Force program in Colorado Springs alongside a multi-company team of engineers and a government-side Product Owner. The teams are capable and mission-focused but new to Agile, and right now they see Scrum as extra process. Your job is to change that — not by enforcing ceremonies, but by making every sprint event visibly worth an engineer's time until the teams run them because they want to.

Program leadership backs the effort and will give you real authority to reshape how the teams work.

Coach engineering teams from low Agile maturity to self-sustaining Scrum or Kanban practice, and help decide which framework fits each team's work. Make ceremonies earn their place: run focused, useful Sprint Planning, Refinement, Reviews, and Retrospectives, and cut or reshape anything that isn't adding value. Close the retrospective loop by making sure improvement actions are owned, tracked, and actually carried into the next sprint.

Teach teams to write clear user stories with testable acceptance criteria, and to break work into sprint-sized pieces. Build capacity-based sprint planning so commitments are realistic and teams start hitting them. Coach and support the Product Owner on backlog ownership, prioritization, and refinement, and fill gaps directly while that capability grows. Establish consistent, low-friction Jira practices (board design, workflows, definitions of ready and done) so the data reflects reality.

Implement Kanban practices for flow-based teams: visualized workflow, WIP limits, and flow metrics such as cycle time and throughput. Use team metrics to show progress to the teams themselves and to government stakeholders. Represent your teams in program-level planning and sync events, and escalated impediments and cross-team dependencies.