Sandra Abi-Khalil

Agile Coach
I’m a very sociable person who has an easy time interacting with people, both individually and as part of a group. With an interest in how most things work, I have taken the chance to work in a variety of different opportunities, and I’ve gained valuable experiences and insights in every situation. Eventually I found that I could combine several of my fondest interests in scrum mastering and facilitation of agile transformations; psychology and people, technology and that itching need for constant improvement.

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Key skills


SAFe, Agile, Scrum

Tools & Methods

Scrum, Agile, Atlassian

Way of Working

Agile, Scrum, SAFe

Assignments in focus

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Scrum master

2020-11 to ongoing
Scrum master for one of the teams in a SAFe Agile Release Train consisting of around 13 teams. The ART in question had been formed a year earlier, as part of the gradual agile transformation at Handelsbanken, and its main focus was payments; both new development and managing existing systems. The assignment consisted of both acting as the scrum master in her own team -coaching the team in an agile mindset -and assisting the RTEs in coaching the entire ART and the SoS constellation.

Agile, Scrum, Coaching, SAFe


Agile Coach

2019-05 to 2020-05
Agile Coach driving a rejuvenation of the existing Agile CoP, coaching about 15 scrum masters and product owners in their agile transformation of a Scania department consisting of about 80 people.

Agile, Scrum, Coaching, SAFe


Project manager

2019-03 to 2020-05
Project manager responsible for managing the pre-study phase of three upcoming software features. The study involved evaluating both software and hardware needs, such as simulation tools and sensor and platform demands. The work comprised of interacting with a cross section of departments to get the necessary information collected and communicated to the organisation

Agile, Scrum, Coaching

How I approach assignments


Group dynamics present an ever changing landscape, where it’s necessary to actively observe the current state of the team and adapt the approach accordingly.


Nourishing an understanding of the inherent power of teamwork, where a true team can accomplish more than the sum of its individual team members.


Working with increasing complexity requires that we accept and are open about not already having all the answers. A key ingredient to create an environment open to experimenting and learning is to nurture a sense of psychological safety, both within the teams and the organisation at large.


Creating a sound and potent work environment, where a clear purpose, empowerment of individuals and teams, and joint dedication lay the foundation for self-organising co-workers.

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