Not really no. In fact consulting companies struggle with agile and story points because virtually no client wants to pay for a number of story points. They wil

Not really no. In fact consulting companies struggle with agile and story points because virtually no client wants to pay for a number of story points. They will pay for 'man hours' though. As for the pressure to deliver more. That is not new either. Before Story points and velocity they would pressure teams and individuals into estimating lower. "come on that can't take 100 man hours to do. The other team is doing something very similar and thhey say they can do it in 50". That is actually worse if you ask me that story points which are not absolute time units and instead relative sizes. So if one team says the story has 8 SP and another says 5 SP but one team's velocity is 16 while the other team has a velocity of 10 then both teams are saying it takes half the sprint. And the above is exactly what you are saying about bad agile coaches and people finding ways to abuse Agile (which they will probably do with any methodoly you invent even if you do make it less bad than what came before). Case in point about Story points actually being better than man hour estimates. But people still try to abuse them. Now the good part about it is with story points, if you as the Scrum Master fail to convince upper management that no you can't increase velocity into infinity you can simple increase your estimates and your velocity magically goes up. But nobody can come in and say anything against it as long as you still actually deliver because you didn't increase an absolute estimate in hours. You just suddenly have a velocity of 16 like the other team instead of 10 but you still delivered the same actual output.