About Gapstars

At Gapstars, we partner with some of Europe’s most ambitious tech companies, from disruptive startups to fast-scaling scaleups, helping them build high-performing remote engineering teams. Headquartered in the Netherlands, with talent hubs in Sri Lanka and Portugal, we are home to 275+ engineers who thrive on solving real-world challenges with modern technologies. Our teams work across domains, from networking and marketplaces to SaaS and AI, delivering scalable solutions that drive meaningful outcomes. If you’re looking for a company that combines technical excellence, a strong culture, and room to grow, welcome to Gapstars.

The Role

Client is looking for a senior, hands-on Delivery Support with a strong Scrum Master mindset to restore and enforce process adherence across multiple engineering teams. This is a hybrid role: part process enforcer/execution coach, part delivery owner, with an initial priority on making sure teams follow the agreed development process consistently (no shortcuts, no “we’ll fix it later”, no starting work without clear requirements).

You will work with 4–5 Scrum teams and closely partner with Engineering Leads, Product Owners, and stakeholders to bring discipline to the system: high-quality refinement, realistic estimation, strong sprint hygiene, meaningful retros, and predictable delivery. We are not looking for a “ceremonies-only” Scrum Master, and certification is not required—we want the right attitude, seniority, and presence to challenge teams and stakeholders when needed.

1) Process adherence & Scrum excellence (core priority)

• Enforce the clients’ established development process across teams—spot deviations early and correct them fast.

• Own and continuously refine Scrum hygiene:

  • Sprint Planning, Daily Scrum, Refinement/Grooming, Sprint Review, Retrospective

  • Strong Definition of Ready / Definition of Done discipline

• Ensure teams only pull work that is “ready” (requirements, acceptance criteria, dependencies, sizing approach agreed).

• Challenge scope creep, unclear tickets, and weak acceptance criteria—especially before grooming and planning.

• Raise the bar on estimation quality (prevent out-of-scope sizing, anchor on shared understanding, manage uncertainty explicitly).

• Facilitate retrospectives with depth: guide the team to self-reflect, identify root causes, and produce actionable improvements with owners and deadlines.

2) Delivery ownership across multiple teams (hybrid component)

• Maintain an end-to-end view of delivery across 4–5 teams, identifying delivery risks, bottlenecks, and systemic issues.

• Drive practical coordination on:

  • Cross-team dependencies

  • Release readiness

  • Escalation management when teams are blocked

• Partner with Product Owners and Engineering leadership to keep delivery aligned to outcomes, not just output.

3) Metrics, reporting & continuous improvement

• Build a culture where metrics are used for clarity and improvement, not micromanagement.

• Track and actively improve delivery health indicators such as:

  • Lead time/cycle time/throughput

  • WIP trends, blockers, bottlenecks

  • Sprint goal success rate and stability

  • Quality indicators (bugs, incidents, QA bounce-backs)

• Create a predictable reporting cadence for leadership and stakeholders, pairing data with narrative context.

4) Coaching, alignment & culture (with a “challenger” posture)

• Coach teams to mature—while being a stickler for rules and details when needed.

• Facilitate direct, healthy communication and resolve friction between roles (Product, Engineering, QA).

• Model and encourage a proactive mindset: ask hard questions early, surface risks, and improve the system continuously.