Our Agile coach's answer to every technical problem was let's break it into smaller stories
The article critiques the prevalence of non-technical Agile coaches in the tech industry, illustrated through a two-year experience with a coach earning $150,000 annually who lacked production coding experience. The author highlights a recurring pattern where technical challenges, such as Kafka rebalancing or database migrations, were consistently redirected into process-oriented discussions like 'user stories' or 'stickey-note voting' because the coach lacked the domain expertise to address root causes. This 'certification industrial complex' prioritizes credentials like CSM or SAFe over actual engineering competence, leading to retrospectives that fail to address technical debt. The author argues that organizations would benefit more from hiring senior engineers who can provide technical mentorship and hands-on problem solving rather than meeting facilitators who focus solely on process rituals.