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Agile coaching & transformation

Agility that outlasts the transformation.

We help organizations change how work actually gets done — with teams, with leaders, and with the structures that quietly decide whether any of it holds.

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Why transformations stall

Most of them don’t fail at the team level.

The teams learn the framework. They run the events, fill the board, hold the retrospectives. For a few months it looks like it’s working.

Then the parts of the organization nobody touched start to reassert themselves. Work is still funded by project. Plans are still committed a year ahead. People are still measured on utilisation. And the teams, behaving perfectly rationally, drift back toward what the system actually rewards.

Eighteen months in, everyone is going through the motions and nobody can quite say when it stopped meaning anything.

That’s the work we do: the structural change that has to happen alongside the team-level one, or neither survives.

What we do

Four ways we work with you.

  • 01

    Agile transformation

    We start by finding what’s actually holding the current way of working in place — funding models, governance, reporting lines — then sequence the change so each step makes the next one possible.

  • 02

    Team coaching

    Working directly with Scrum Masters, Product Owners and delivery teams on the things that don’t appear in the framework: conflict, ownership, quality, and the habits that decide whether a team improves on its own.

  • 03

    Leadership coaching

    The layer that decides whether any of it holds. We help leaders see what their current structures are rewarding, and what they’d need to change to get the outcomes they’re asking for.

  • 04

    Training

    Practical, role-based sessions for people who have to do the work on Monday — not a certificate and a slide deck. Delivered in-house or through our online programmes.

About us

How we think about this work.

Oelean is an Agile coaching practice run by two Enterprise Agile Coaches who have spent the better part of a decade inside large transformations — often the same ones, from different angles.

We work with organizations moving to Agile, and with the ones who moved years ago and are wondering why it didn’t stick.

  • We work on the system, not the symptom

    A team that keeps missing its sprint goal usually isn’t a team problem. We trace recurring symptoms back to the structure producing them, because that’s the only place a fix lasts.

  • We build capability, not dependency

    The measure of a good engagement is what keeps improving after we leave. We coach your people to do this themselves rather than making ourselves necessary.

  • We’ll tell you what Agile won’t fix

    Some problems are strategy, funding or leadership problems wearing a delivery costume. Saying so early is more useful than another retrospective.

Who you work with

Two coaches, not a bench.

You get the people whose names are on the site. No juniors shadowing the engagement, no handover to someone you haven’t met.

  • Imane Khalikane, Enterprise Agile Coach

    Imane Khalikane

    Enterprise Agile Coach · Paris

    Imane works across the whole height of a transformation — from the executive level where operating models and funding decisions are made, down to the teams living with the consequences. At Equinor she has coached leaders, Product Owners and Scrum Masters through the enterprise Agile programme and assessed organizational maturity; at ING and BNP Paribas Fortis she coached tribes and squads through two of Europe’s largest transformations. She also trains and mentors other Agile coaches, which is usually the part that makes a change outlast the engagement.

    • 13 certifications, including ICP-ENT, ICP-CAT, SPC4, CSP®, PAL, CSM®, CSPO®, ICP-ACC, ICP-ATF and LeSS Practitioner
    • Computer Science Engineer, ENSEIRB
    • Speaker at Agile Tour Paris and Agile Tour Sophia Antipolis
    LinkedIn profile
  • Jonathan Kuronen, Enterprise Agile Coach

    Jonathan Kuronen

    Enterprise Agile Coach · Oslo

    Jonathan works where strategy meets delivery: portfolio management, operating model and governance, usually alongside the executives accountable for making them work. At Equinor he helped build the Agile portfolio management capability and planned and ran the company’s first Big Room Planning. At ING he coached twenty squads and more than 250 people, and built the coach-the-coach roadmap that became mandatory training for the bank’s internal Agile coaches in Belgium.

    • Certified Agile Leadership I (Scrum Alliance) and ICP-CAT
    • Agile portfolio management and operating model design
    • Works at VP and management-committee level
    LinkedIn profile

Where we have done this

  • Equinor

    Enterprise Agile transformation and Agile portfolio management across multiple sites in Norway, from the Agile Centre of Expertise through to team level.

  • ING

    One of Europe’s largest transformations, spanning Belgium and the Netherlands — coaching squads, tribes and the bank’s own internal Agile coaches.

  • BNP Paribas Fortis

    An IT organization of 2,700 people across 220 teams and 20 tribes, moving to new ways of working at once.

We worked these programmes at the same time, from different levels of the organization. That is where our way of working together comes from.

Beyond the engagement

Three other ways to work with us.

Tell us what isn’t working.

A short conversation is usually enough to tell whether we can help, and we’ll say so either way.

contact@oelean.com