Our customers are global retailers who build on OneView because it lets them keep moving: new journeys, new channels, and new store formats ship continuously rather than waiting on the next multi-year program.

Founded in 2010 to close the gap between fast-moving e-commerce and slow-moving in-store systems, OneView's founding principle is a single view of customers, orders, and inventory throughout the shopping journey. That remains our mission as we enable retailers to deliver

exceptional store experiences that build loyalty.

We are headquartered in Hingham, Massachusetts, with Viewers working across the globe, and we operate as a trusted provider of digital commerce systems for leading retailers.

Position Summary

OneView is looking for a Scrum Master to make one or two of our delivery teams measurably better. Reporting to the Director of Agile Delivery, you sit inside your teams rather than above them, as a partner and consultant to the team's engineering lead. They carry the technical direction while you carry the half of team performance that is about people rather than code: how a team behaves, how it communicates, how it works with the functions around it, and what would change if any of that got better. You will be judged on whether your teams got faster and whether the people on them are glad to be there. The scope here is deliberately larger than the experience we are asking for. If your judgment, organization, and instinct for people have outgrown the job you were given, this is the role that uses all of it.

You are expected to have a view on where your teams need to be in one month, three months, and six, and a plan to get them there. You will run that plan yourself, working with the Director of Agile Delivery as you go and keeping them close enough that nothing in it surprises them. Nobody expects you to ask or wait for permission to improve your own teams, but you will be asked to show that the changes worked. Much of what should shape the plan is only visible from where you sit, so what you send back up counts as much as what you carry down.

The role turns on emotional intelligence. You will know how the people on your teams feel

about their work, their team, and OneView, usually well before it shows up in a metric, and

often because someone chose to tell you rather than anyone else. Protecting that trust and

judging what to do with what you hear is key to this role. You are expected to know what

belongs to the team, what a lead or a manager needs to know today, and what OneView as a whole should be acting on. Keeping a confidence and moving a problem are both required of you, and telling the difference is the skill we are hiring for.

The tactical bar is high alongside all of that. You will hold an accurate picture of everything

your teams have in flight and produce it on demand, run ceremonies that are worth the hour

they take, and communicate up, down, and sideways so that nobody is guessing. We use AI

throughout our day-to-day work and expect you to find uses for it we have not thought of. We also expect you to be able to do this job well if it were switched off tomorrow, because the creativity, judgment, and relationships that make the work good are yours rather than the tool's.

Responsibilities

• Serve one or two delivery teams: facilitate the ceremonies, keep the board honest, and coach the team toward self-organization and accountability at a pace it can sustain.
• Partner with your teams' engineering leads. Bring them the people, communication, and ways-of-working problems they are not looking for, in a form that gets acted on rather than resented.
• Own an improvement agenda for your teams and run it. Know what you are changing this sprint, why, and how you will tell whether it worked, and keep the Director of Agile Delivery current on where it stands rather than waiting on them to release it.
• Carry the factory-wide improvement agenda into your teams, and report back which parts of it work here, which do not, and what you learned that should change it.
• Remove impediments yourself, including the ones that need an awkward conversation rather than a decision. Where something genuinely needs authority you do not have, take it up with the groundwork already done.
• Keep a current, accurate picture of everything your teams have in flight, and produce it on demand without asking the team to rebuild it for you.
• Build a team environment where problems surface early and without fear, and where disagreement gets resolved instead of avoided.
• Know how the people on your teams are doing, and act on it: raise what needs raising, with the person who can do something about it, at the point it is still cheap to fix.
• Escalate clearly when something or someone is stopping a team from improving, including when the obstacle is a team member or a lead. Do it early, specifically, and without theater.
• Facilitate decisions and conflicts without taking either away from the team.
• Instrument and stand behind your teams' measures, including throughput, predictability,
• and team happiness, and report the trend honestly when it is going the wrong way.
• Represent your teams to product, QA, DevOps, and the customer-facing side of the business, so a dependency gets a conversation weeks before it becomes a delay.
• Contribute to the Scrum Master practice itself: trial new approaches, keep what works, drop what does not, and tell your peers either way.

Required skills & Experience

• 2+ years in agile delivery from any seat: Scrum Master, business analyst, delivery coordinator, tester, or an engineer who ended up owning the team's process because somebody had to.
• Has done more than their title required. Can point to an improvement they proposed and ran themselves rather than one handed to them, and say what it produced.
• Genuine servant leadership. Judges the job by whether the team succeeded, and can say specifically what they did to make that happen.
• High emotional intelligence, demonstrated rather than asserted. Reads a room, notices the person who has gone quiet, and knows what to do next.
• Has held a confidence and still got the problem solved. Can describe how they decided what to escalate, to whom, and what to keep to themselves.
• Coaches people who do not report to them, particularly technical leads. Can get an engineering lead to act on a people problem without it landing as criticism.
• Agile metrics literacy across throughput, predictability, cycle time, work-in-progress limits, and escaped-defect rate. Reads them as a conversation rather than a verdict, and knows how each gets gamed.
• Has measurably improved how a team delivers. One team and one change is enough, provided they can say what moved and what they deliberately protected while moving it.
• Unusually organized. Holds several parallel threads in an accurate picture and can produce it without warning.
• Communicates well across very different audiences: an engineer, a product owner, a customer's project office, and a director all get what they need.
• Says the uncomfortable thing early and plainly, including to people more senior than they are.
• Has used AI to remove real overhead from how a team works, whether in dependency tracking, team-health signals, retrospective formats, or reporting, and can say what it removed. 
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Our customers are global retailers who build on OneView because it lets them keep moving: new journeys, new channels, and new store formats ship continuously rather than waiting on the next multi-year program.

Founded in 2010 to close the gap between fast-moving e-commerce and slow-moving in-store systems, OneView's founding principle is a single view of customers, orders, and inventory throughout the shopping journey. That remains our mission as we enable retailers to deliver

exceptional store experiences that build loyalty.

We are headquartered in Hingham, Massachusetts, with Viewers working across the globe, and we operate as a trusted provider of digital commerce systems for leading retailers.

Position Summary

OneView is looking for a Scrum Master to make one or two of our delivery teams measurably better. Reporting to the Director of Agile Delivery, you sit inside your teams rather than above them, as a partner and consultant to the team's engineering lead. They carry the technical direction while you carry the half of team performance that is about people rather than code: how a team behaves, how it communicates, how it works with the functions around it, and what would change if any of that got better. You will be judged on whether your teams got faster and whether the people on them are glad to be there. The scope here is deliberately larger than the experience we are asking for. If your judgment, organization, and instinct for people have outgrown the job you were given, this is the role that uses all of it.

You are expected to have a view on where your teams need to be in one month, three months, and six, and a plan to get them there. You will run that plan yourself, working with the Director of Agile Delivery as you go and keeping them close enough that nothing in it surprises them. Nobody expects you to ask or wait for permission to improve your own teams, but you will be asked to show that the changes worked. Much of what should shape the plan is only visible from where you sit, so what you send back up counts as much as what you carry down.

The role turns on emotional intelligence. You will know how the people on your teams feel

about their work, their team, and OneView, usually well before it shows up in a metric, and

often because someone chose to tell you rather than anyone else. Protecting that trust and

judging what to do with what you hear is key to this role. You are expected to know what

belongs to the team, what a lead or a manager needs to know today, and what OneView as a whole should be acting on. Keeping a confidence and moving a problem are both required of you, and telling the difference is the skill we are hiring for.

The tactical bar is high alongside all of that. You will hold an accurate picture of everything

your teams have in flight and produce it on demand, run ceremonies that are worth the hour

they take, and communicate up, down, and sideways so that nobody is guessing. We use AI

throughout our day-to-day work and expect you to find uses for it we have not thought of. We also expect you to be able to do this job well if it were switched off tomorrow, because the creativity, judgment, and relationships that make the work good are yours rather than the tool's.

Responsibilities

• Serve one or two delivery teams: facilitate the ceremonies, keep the board honest, and coach the team toward self-organization and accountability at a pace it can sustain.
• Partner with your teams' engineering leads. Bring them the people, communication, and ways-of-working problems they are not looking for, in a form that gets acted on rather than resented.
• Own an improvement agenda for your teams and run it. Know what you are changing this sprint, why, and how you will tell whether it worked, and keep the Director of Agile Delivery current on where it stands rather than waiting on them to release it.
• Carry the factory-wide improvement agenda into your teams, and report back which parts of it work here, which do not, and what you learned that should change it.
• Remove impediments yourself, including the ones that need an awkward conversation rather than a decision. Where something genuinely needs authority you do not have, take it up with the groundwork already done.
• Keep a current, accurate picture of everything your teams have in flight, and produce it on demand without asking the team to rebuild it for you.
• Build a team environment where problems surface early and without fear, and where disagreement gets resolved instead of avoided.
• Know how the people on your teams are doing, and act on it: raise what needs raising, with the person who can do something about it, at the point it is still cheap to fix.
• Escalate clearly when something or someone is stopping a team from improving, including when the obstacle is a team member or a lead. Do it early, specifically, and without theater.
• Facilitate decisions and conflicts without taking either away from the team.
• Instrument and stand behind your teams' measures, including throughput, predictability,
• and team happiness, and report the trend honestly when it is going the wrong way.
• Represent your teams to product, QA, DevOps, and the customer-facing side of the business, so a dependency gets a conversation weeks before it becomes a delay.
• Contribute to the Scrum Master practice itself: trial new approaches, keep what works, drop what does not, and tell your peers either way.

Required skills & Experience

• 2+ years in agile delivery from any seat: Scrum Master, business analyst, delivery coordinator, tester, or an engineer who ended up owning the team's process because somebody had to.
• Has done more than their title required. Can point to an improvement they proposed and ran themselves rather than one handed to them, and say what it produced.
• Genuine servant leadership. Judges the job by whether the team succeeded, and can say specifically what they did to make that happen.
• High emotional intelligence, demonstrated rather than asserted. Reads a room, notices the person who has gone quiet, and knows what to do next.
• Has held a confidence and still got the problem solved. Can describe how they decided what to escalate, to whom, and what to keep to themselves.
• Coaches people who do not report to them, particularly technical leads. Can get an engineering lead to act on a people problem without it landing as criticism.
• Agile metrics literacy across throughput, predictability, cycle time, work-in-progress limits, and escaped-defect rate. Reads them as a conversation rather than a verdict, and knows how each gets gamed.
• Has measurably improved how a team delivers. One team and one change is enough, provided they can say what moved and what they deliberately protected while moving it.
• Unusually organized. Holds several parallel threads in an accurate picture and can produce it without warning.
• Communicates well across very different audiences: an engineer, a product owner, a customer's project office, and a director all get what they need.
• Says the uncomfortable thing early and plainly, including to people more senior than they are.
• Has used AI to remove real overhead from how a team works, whether in dependency tracking, team-health signals, retrospective formats, or reporting, and can say what it removed. 
•