compassx - Agile Product Coach - Transformation (Extensive US Travel Required)
Requirements
• Background in agile ways of working, backed up by relevant certifications and experience. Shaped by time in product or software development rather than a career built solely around agile-transformation consulting • Experience of the shift from traditional to agile delivery firsthand — not someone who's only ever coached agile from the outside • Hands-on facilitation experience: running ceremonies, coaching teams through resistance, translating agile principles into a non-software environment • Comfortable taking direction and executing rather than driving your own strategic agenda — this is a "lieutenant," not a chief. You're here to implement a working playbook, not redesign it • Manufacturing exposure is a plus, not a requirement • Easygoing, likable, low-ego - someone teams want to work with, not someone who clashes with existing leadership • Willingness to travel extensively and frequently, including potential international travel • Our consultants say CompassX is a place where they can truly find their own path. As part of a smaller firm, they see the impact of their work, have an identity, and know their voice matters. They value the freedom to take the reins of their careers, shape their client work, and maintain a direct line to leadership. • With CompassX’s focus on serving local Southern California clients, consultants not only build lasting relationships but also see the results of their work in the communities where they live. • At CompassX, you won’t just follow a path - you’ll create one.
Responsibilities
• Coaching & Transformation • Shadow and learn the existing transformation approach directly from the lead consultant on-site, then take it to new plants independently • Coach plant leadership and floor teams on ways of working and leveraging new technology - sprint planning, daily stand-ups, retrospectives, backlog management - adapted for a manufacturing environment • Facilitate ceremonies and working sessions that build team ownership rather than dependency on the coach • Identify and remove process bottlenecks, handoff friction, and waste on the floor and in cross-functional workflows • Coach team leads and site managers individually on mindset shifts, not just process mechanics • Change Management & Adoption • Drive adoption of new ways of working across plant teams, including change-resistant stakeholders • Track and report transformation health metrics (velocity, adoption indicators, team maturity) back to the lead consultant • Provide "white glove" follow-up support post-implementation to ensure the change sticks rather than reverting once the coach moves to the next site • Help build local capability so plants can self-sustain the new way of working over time • Execution & Travel • Travel extensively between plant locations - expect frequent domestic and Americas-region travel, with potential for wider international travel (EMEA/APAC). • Implement what's already working rather than introducing a new methodology - this is execution of an existing playbook, not a from-scratch transformation design • Report progress and roadblocks back to the lead consultant and adjust delivery based on direction given
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