I help enterprises turn stalled Agile transformations into measurable delivery — moving teams from going through the motions to genuinely owning their outcomes, with the data to prove it. 20+ years across financial services, telecom, aviation, and federal programs.
Standups, boards, and PI events get installed — but the outcomes never arrive. Predictability stays low, scope creeps in mid-sprint without trade-off conversations, leaders lose visibility, and teams comply with the ceremonies without owning their delivery. I close that gap, and I put a number on the improvement.
Real coaching is mostly listening — observing before I advise, collaborating so the answer belongs to the team, not to me. A team that's told what to do depends on the coach; a team that discovers it owns the work.
Agile isn't one job — it's a system of lanes that have to move together. I map every engagement to the lanes your organization actually needs, so leaders see exactly where value is being driven and nothing drifts.
Sprint execution, backlog, ceremonies, and end-to-end value stream delivery across multi-industry teams.
PI planning, roadmapping, risk, and AI-assisted dependency tracking across the ART — surfacing cross-team blockers before they derail delivery, and keeping leadership confident Agile isn't chaos.
Team and enterprise coaching, SM/PO enablement, training, and change adoption — where transformation sticks.
DevOps, CI/CD, automation, quality, and compliance built into the flow — not bolted on at the end.
Flow metrics, team health, OKRs, and continuous improvement loops that make the impact undeniable.
Agile leadership coaching, org design, and culture shifts that turn adoption into true transformation.
The word “resource” turns people into line items. Delivery that lasts comes from people who feel seen, safe, and part of something. This lane runs beneath all the others — and it's what makes the metrics hold long after I'm gone. Culture isn't soft; it's the load-bearing wall.
An Agile coach's job with a product team is specific: help the Product Manager refine agile practices — like backlog management and release planning — foster better communication between the Product Manager and the development team, and remove the impediments that slow delivery down. That's the work I do alongside your product organization.
Start small with a diagnostic, or bring me in ongoing. Every engagement is scoped to a measurable outcome and priced to the value it creates.
A 2–4 week diagnostic of your teams or ART — flow metrics, delivery risk, and maturity — ending in a prioritized, practical roadmap you can act on with or without me.
Stand up or rescue an Agile Release Train: PI Planning facilitation, cadence, ceremonies, and a metrics baseline — so the train leaves the station and stays on the rails.
A focused intervention on one outcome — lift predictability, cut cycle time — with a clear before-and-after so the impact is undeniable.
Full- or part-time Scrum Master for one or more teams — running delivery, removing impediments, and coaching toward independence.
Senior coaching across your program a few days a month — keeping the train on track, leaders informed, and teams maturing. Maximum impact, minimum overhead.
A monthly retainer for continuous team and leadership coaching, office hours, and metric reviews — steady momentum without a full-time hire.
One accountable owner for delivery across your teams — not just for the ceremonies running on time. It is the role my four add up to, and I take it end to end: plan and cadence, cross-team dependencies, governance and forecasting, release readiness, and the metrics that prove it landed. Available fractional or embedded.
What the role covers →Team velocity tells you how a team is doing — not where the organization is stuck. I coach leadership and Portfolio Owners on the level above: cycle time, throughput and lead time read across value streams, WIP limits agreed before the over-commitment, XL epics sliced into work that actually ships, and funding moved off the project and onto the value stream. Most of it gets committed during PI Planning, where expectations are ironed out in the open.
How I coach the portfolio →AI is already inside your PI cadence. Teams are shipping AI-enabled features with undefined Definition of Done criteria, no governance checkpoints, and delivery leaders who cannot articulate risk to stakeholders. I bring the governance vocabulary and practitioner credibility to close that gap — certified in ISO/IEC 38507:2022 AI governance, grounded in NIST AI RMF principles, and hands-on with the AI tools your teams are actually building with.
Teams are shipping AI-enabled stories with no acceptance criteria for model behavior, bias, or explainability. Your DoD needs an AI governance layer.
When the CIO asks about responsible AI in your ART, can your RTE answer? I can — and I can prepare your delivery leaders to answer it too.
OMB guidance, VA data modernization, and AOUSC modernization programs are intersecting with AI. Zero audit findings means zero AI governance gaps.
Book a 30-minute conversation. I'll assess your team's current AI delivery posture and where governance gaps are hiding in your PI cadence.
Book a governance callRemote · Available immediately · Financial services · Federal programs · Enterprise Agile
Predictability 70%→92%. Cycle time cut 30%. Sustained 105–125% delivery. Reporting overhead down 40%. I lead with numbers because that's how leaders decide.
Delivery through audit and compliance at Charles Schwab, USAA, LPL Financial, and the IRS — zero audit findings. If your environment is high-stakes, I've been there.
I take teams through the full Shu-Ha-Ri arc so they can run without me. The goal isn't to be needed forever — it's to leave you stronger.
I don't just advise teams on AI — I build with these tools directly, and I hold the governance credentials to keep that work inside responsible AI standards. How I govern AI delivery →
From a single Scrum team to a 15–17 person onshore/offshore train as RTE — I operate wherever the bottleneck actually is.
I lead as a servant-leader and motivator. Metrics improve, but so does morale — teams that celebrate their wins keep delivering long after I'm gone.
Delivered as Scrum Master, RTE, and Agile Coach across financial services, telecom, aviation, healthcare, and federal programs.
Teammates, program leaders, and the clients who engaged me — in their own words.
One of his most notable strengths is his ability to foster a team culture grounded in psychological safety… genuine care for teammates as people, not just contributors within a process.
A year and a half at Charles Schwab as our Scrum Master… a remarkable ability to drive productivity while maintaining a positive, inclusive team culture.
A highly effective Senior Scrum Master, well respected by his teams and leadership at LPL Financial… a person that could be counted on at all times.
I've known my purpose since I was thirteen: to help.
That's not a line from a leadership course — it's just true. Helping people is, honestly, my dopamine; it's where my joy comes from. Most people draw a line between their work happiness and their personal happiness — I never learned how. For me the joy is the same whatever the source: help a neighbor, help my family, help a team find its footing, and it all lands in the same place.
That's why servant leadership isn't a style I put on for work. It's who I am — and it's the reason it works. When I coach a team I'm not managing resources or running a playbook; I'm doing the thing I've wanted to do my whole life: helping people become the best version of themselves, together. The metrics follow — but the reason I show up is the people.
For more than 20 years I've partnered with executives and teams to turn modernization initiatives into real business outcomes. I help organizations decide where to begin, streamline operations, implement responsible AI governance, optimize processes, upskill their people, and build capabilities that last well beyond the engagement.
My foundation is engineering: a BS in Electronic Engineering (DeVry Institute, 1984), followed by years as a field engineer and in quality and process improvement before I ever ran a standup. That's why release readiness, test strategy, and non-functional requirements are conversations I have rather than escalate.
I hold CSM and CSP certifications, Leading SAFe training, PMP training, Coaching Skills for Leaders & Managers, Jira Align Program Essentials, Jira Fundamentals, Kanban — Lean Scheduling & JIT, and PMI Gen AI for Project Managers — plus two AI governance credentials: Introduction to AI Governance and AI Governance for Organizations: Applying ISO/IEC 38507:2022. I've coached teams through SAFe, Scrum, and Kanban at enterprise scale. Based in Keller, TX — available for on-site, hybrid, or remote engagements.
Real teams, real wins — the part of delivery that doesn't show up on a burndown.
Delivery is a human endeavor. So this is what I build for:
And through all of it, one commitment never moves: to deliver measurable value — the client's ROI.
Whether your transformation has stalled, your train is wobbling, or you just need a seasoned pair of hands — start with a conversation. No agency, no markup, no runaround.
Button not opening? Email me directly: wendell@agilebykillette.com