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Delivering customer value should always be in the focus. The Product Backlog and the written User Stories should reflect value and set the direction for the product.

Agile Manifesto


People are naturally so polarized that change is first and foremost subject to a critical assessment. We’ve worked this way before, so why adjust our behavior and open up to something new?

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"Great course! Changed the way I think about writing user stories. I am a SEO Manager and am frequently liasing with Development teams to implement client solutions. This will surely help me in the communication for a more effective way of working with different teams."

Aphrodite Rantou
Aphrodite Rantou
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About Me

Hi, my name is Christopher and I am an Agile Coach. I used to work as a Product Owner, got lost in documents, was making loads of mistakes and wrong decisions. Then something changed. I transformed the way I look at user stories, adapted lean thinking and went on to build international eCommerce stores taking them from zero to six-figure revenue per month.

I have been working full-time as an Agile Coach for the last few years and just love to empower individuals and teams to think agile and build customer-oriented solutions.



Agile coaching is about giving individuals, teams and the organization the right tools to think and act agile. Especially the agile manifesto helps here.

Companies are beginning to rethink and open up to the agile transformation that is taking place in the marketplace. The limits of the waterfall principle are becoming ever more transparent and there is a call for new ways to bring products to market faster.

The concept of agile working got a face in 2001, when a group of smart minds (including Ken Schwaber, Jeff Sutherland) gathered in the Rocky Mountains to write the Agile Manifesto.

The Agile Manifesto:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

In addition to the Manifesto, 12 principles of agile working have been defined:


  • Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
  • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  • Business people and developers must work together daily throughout the project.
  • Simplicity–the art of maximizing the amount of work not done–is essential.

So agile coaching is also about getting companies to get familiar with the Agile Manifesto and coach them how to effectively integrate the principles to build a supportive and welcoming culture. For many, this means transforming and rethinking the way organizations and departments are structured.

Accordingly, the profession of the Agile Coach has become increasingly important in recent years and there are many communities, conferences and meet-ups that deal with the subject. Agile coaches can strategically help in the introduction of Scrum or a scaled agile framework such as LeSS (Large-Scale Scrum) or SaFe in the organization.


The Agile Coach does not do the same as the Scrum Master who primarily works as part of a Scrum Team. Above all else, an Agile Coach acts and works with the organization and executives to introduce Scrum and enable agile thinking at all levels. The Agile Coach deals with topics such as change management, people management and interactions between Scrum teams and the networking of these with other areas of the organization (UX / UI, DevOps, further education). This networking is always aimed at forming teams that can work cross-functional and have all the skills in the team to complete the tasks.

The Scrum Master makes sure that the team follows the Scrum process, embraces the sprint events and artifacts as well as creates an environment to work more productively. The Scrum Master works very closely with the Product Owner and the Development Team. Servant Leadership is a term that is typically associated with the leadership style of a Scrum Master. It’s not about rigid process control, it’s about giving the Product Owner and Development Team the right values and principles to work together efficiently.