Scrum Master

The tactical bar is high alongside all of that. You will hold an accurate picture of everything your teams have in flight and produce it on demand, run ceremonies that are worth the hour they take, and communicate up, down, and sideways so that nobody is guessing. We use AI throughout our day-to-day work and expect you to find uses for it we have not thought of. We also expect you to be able to do this job well if it were switched off tomorrow, because the creativity, judgment, and relationships that make the work good are yours rather than the tool's.

Responsibilities

• Serve one or two delivery teams: facilitate the ceremonies, keep the board honest, and coach the team toward self-organization and accountability at a pace it can sustain.
• Partner with your teams' engineering leads. Bring them the people, communication, and ways-of-working problems they are not looking for, in a form that gets acted on rather than resented.
• Own an improvement agenda for your teams and run it. Know what you are changing this sprint, why, and how you will tell whether it worked, and keep the Director of Agile Delivery current on where it stands rather than waiting on them to release it.
• Carry the factory-wide improvement agenda into your teams, and report back which parts of it work here, which do not, and what you learned that should change it.
• Remove impediments yourself, including the ones that need an awkward conversation rather than a decision. Where something genuinely needs authority you do not have, take it up with the groundwork already done.
• Keep a current, accurate picture of everything your teams have in flight, and produce it on demand without asking the team to rebuild it for you.
• Build a team environment where problems surface early and without fear, and where disagreement gets resolved instead of avoided.
• Know how the people on your teams are doing, and act on it: raise what needs raising, with the person who can do something about it, at the point it is still cheap to fix.
• Escalate clearly when something or someone is stopping a team from improving, including when the obstacle is a team member or a lead. Do it early, specifically, and without theater.
• Facilitate decisions and conflicts without taking either away from the team.
• Instrument and stand behind your teams' measures, including throughput, predictability, and team happiness, and report the trend honestly when it is going the wrong way.
• Represent your teams to product, QA, DevOps, and the customer-facing side of the business, so a dependency gets a conversation weeks before it becomes a delay.
• Contribute to the Scrum Master practice itself: trial new approaches, keep what works, drop what does not, and tell your peers either way.

Required Skills & Experience

• 2+ years in agile delivery from any seat: Scrum Master, business analyst, delivery coordinator, tester, or an engineer who ended up owning the team's process because somebody had to.
• Has done more than their title required. Can point to an improvement they proposed and ran themselves rather than one handed to them, and say what it produced.
• Genuine servant leadership. Judges the job by whether the team succeeded, and can say specifically what they did to make that happen.
• High emotional intelligence, demonstrated rather than asserted. Reads a room, notices the person who has gone quiet, and knows what to do next.
• Has held a confidence and still got the problem solved. Can describe how they decided what to escalate, to whom, and what to keep to themselves.
• Coaches people who do not report to them, particularly technical leads. Can get an engineering lead to act on a people problem without it landing as criticism.
• Agile metrics literacy across throughput, predictability, cycle time, work-in-progress limits, and escaped-defect rate. Reads them as a conversation rather than a verdict, and knows how each gets gamed.
• Has measurably improved how a team delivers. One team and one change is enough, provided they can say what moved and what they deliberately protected while moving it.
• Unusually organized. Holds several parallel threads in an accurate picture and can produce it without warning.
• Communicates well across very different audiences: an engineer, a product owner, a customer's project office, and a director all get what they need.
• Says the uncomfortable thing early and plainly, including to people more senior than they are.
• Has used AI to remove real overhead from how a team works, whether in dependency tracking, team-health signals, retrospective formats, or reporting, and can say what it removed.

Preferred Skills & Experience

• Experience in retail technology, or another domain where software runs in physical locations under real-world constraints.
• Has served teams on a client-facing programme where the customer could see the board and attend the reviews.
• Experience of a model where the engineering lead carried part of the Scrum Master responsibility, and a view on how that compares with a conventional one.
• Knowledge of other agile approaches such as Kanban and XP, and a view on what actually transfers between them.
• Enough technical grounding to follow a design discussion and tell when an estimate is thin.
• Working knowledge of the delivery toolchain: Asana, Jira, Confluence, GitHub, and Google Workspace.
• Scrum Master certification (CSM, PSM), though we care far more about what your teams did than about the certificate.

Why OneView

Alongside the global retailers we already serve, we have just been selected by one of the largest store networks in the world to replace their legacy store system, and are actively pursuing more of the retailers who have decided that decades of accumulated inertia is a problem worth solving properly. The person in this role will be on that work from the start.

Work of that size only moves quickly in a company built for it. Ours is. Our teams operate with real independence and the authority to set their own direction. Nobody here waits to be told what the priority is, and nobody needs a committee's permission to fix something that is plainly broken. We are always looking to change, to evolve, and to accelerate, and we do not merely encourage our people to identify what should be done differently; we expect it of them. When they do, they have the support of their team and of leadership to make the change stick.

If you have spent time in a larger organization where you could see improvement opportunities clearly and