How hiring a Scrum Master has improved our agile client delivery

‍At LeftBrain, we work with fast-moving organisations – startups, scaleups, and product-led teams – that expect speed, adaptability, and continuous iteration. To truly partner with them, we couldn’t just talk about agile. We had to live it.

That’s why we hired Jenny Westerman as our first Scrum Master. In this interview, Jenny shares how the role has shaped our work, impacted our team, and benefited our clients.

Can you introduce yourself and your role at LeftBrain?

I’m Jenny Westerman, and I joined LeftBrain as our first Scrum Master. My role is to embed agile practices across the business. I mainly work with the engineering team but also collaborate across departments to help deliver client work. I’m here to keep things structured and iterative, so we operate with clarity – not chaos.

What kind of clients does LeftBrain typically work with?

We work with some of the most forward-thinking tech companies out there – startups, scaleups, and everything in between. These businesses operate in sprints. They expect quick feedback loops and fast delivery cycles. To truly partner with them, we needed to match their mindset and pace. That’s really why the Scrum Master role exists at LeftBrain.

What kind of impact has the Scrum Master role had internally?

It’s been significant. Our engineering team is much more self-sufficient now. They take real ownership of their work and collaborate better. We’ve seen measurable improvements in our delivery speed, technical capability, and team satisfaction. People feel more empowered and have a clear sense of what’s expected of them. We’ve provided the space – and the structure – to let them deliver.

And we have fun! Our team’s built strong friendships. Our morning scrums include a lot of laughter. It’s not all serious – and that’s important too.

Has the role had a noticeable impact on your clients?

Absolutely. We’re more aligned with how our clients think and work. Our delivery process now mirrors a sprint-based, iterative mindset. Feedback isn’t an afterthought anymore – it’s baked into every stage. That makes us a more valuable and compatible partner.

Any final thoughts on the value of a Scrum Master?

Don’t treat the Scrum Master like a luxury. Treat it like infrastructure. If you want to work with modern tech clients, you can’t just say you’re agile – you’ve got to live it. This role helps us stay relevant and reliable. It’s been a game-changer for us, and I think it would be for any team trying to scale without slipping into chaos.