When I'm hiring scrum masters, seeing "Agile Coach" and "Agile Transformation" on a resume is actually a bit of a red flag for me. I don't need someone who can

When I'm hiring scrum masters, seeing "Agile Coach" and "Agile Transformation" on a resume is actually a bit of a red flag for me. I don't need someone who can teach my organization how to theoretically run Scrum, I need someone who can engage with our dev teams, understand the expectations they're being held accountable for, the challenges in meeting those expectations, and tailor a methodology (probably Scrum-based) which puts the dev teams in the best position to succeed and be happy while doing it. This may be a bit different depending on the make-up and maturity of the team. Sometimes, we need daily engagement with team members and "structured" collaboration, other times we just need to make sure everyone understands the sprint goals and then get out of their way. The challenge has always been when upper management wants to see a single dashboard which boils all teams down into a set of pre-defined metrics - and then positively reinforces teams (or their managers) for hitting metrics instead of delivering solutions. Training your VP's can be exhausting.