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About
Florian Amstutz
Agile coach, Release Train Engineer and systemic coach in Zurich. Independent since 2013, at home in software development for more than twenty years.
LinkedIn profile
Who I am
I'm a pragmatist, looking for solutions that work in everyday practice.
What pleases me most is when a team no longer needs me after a few months – by then, people have found their own way of working, and that is worth more than any framework. Outside work, I run, enjoy cooking for friends and have a weakness for wines from Burgundy. The same holds there: good results take patience, care and the right ingredients.
What I believe in
The method follows the problem.
I start with a close look at your situation, not with a framework. SAFe, Scrum or Kanban are tools, not goals.
People first.
Processes should fit a team's strengths, not the other way round. Then they hold up even when I'm no longer there.
Clarity before speed.
Once people know what applies and who decides, they get faster on their own. That's why I clarify goals, roles and priorities first.
Technology and leadership belong together.
Good software comes from where engineering, organisation and leadership fit together. I work on all three.
Typical situations
These are the situations I'm most often called in for.
"We can't find our rhythm."
Whether one team, several teams or a whole organisation: I bring planning, dependencies and risks into a calm rhythm – as a coach or in a role such as Release Train Engineer.
"I'm taking over an organisation that has grown over time."
An assessment of all teams and roles creates a shared picture. In a workshop with the leadership team, this turns into priorities that hold.
"Our transformation has stalled."
With an outside view, I find the real bottlenecks – and support the two or three steps that make the difference now.
"Development and management talk past each other."
As a software engineer with an Executive MBA, I translate between the two – from the delivery pipeline to the business case.
"Our team lead is growing into leadership."
Regular sparring on delegation, roles and routines – until the team gets out of firefighting mode.
"After the reorganisation, the leadership team has to find itself again."
Offsites and individual coaching help clarify responsibilities and make decisions together as a team again.
Education and certifications
Education
- Executive MBA
IMD Business School, Lausanne - Systemic business coach
Coaching Akademie Heidi Reimer, Munich · Certified Business Coach dvct - BSc ZFH in Computer Science
ZHAW, Zurich - Swiss federal VET diploma as IT specialist
application development
Agile methods
- Professional Scrum Master I and II
- Professional Agile Leadership I
- Professional Scrum Developer I
- ScrumMaster Advanced (borisgloger)
Facilitation and methods
- Sociocracy and effective facilitation
- Design Thinking
- bikablo visualisation
- IREB Requirements Engineering · iSAQB Software Architecture
LanguagesGerman (native), English (fluent), French, Italian and Swedish (good working knowledge)