Learn the rhythm. Own the rhythm.
Two days of hands-on training that leaves your team able to run sprints, standups, and reviews themselves — taught by practitioners who used these methods inside Amazon, Walmart, and federal programs, translated for Northwest Arkansas businesses.
Capability you keep
Some teams need a consultant in the room; others just need the method, taught properly, and they'll run with it. This program is for the second kind: leaders and teams who want the agile operating rhythm as an in-house capability.
The training runs on your actual work — the expansion you're planning, the backlog you can't see, the project that won't finish. By the end, your board exists, your first sprint is planned, and the team has practiced every ceremony with their own commitments on the line.
What changes
A team fluent in the mechanics — backlog, sprint, standup, review, retro — and a first sprint already planned before we leave.
How we track it
Cadence still running at 30/60/90 days, commitments kept per sprint, participant capability assessments.
Where it shows up
Project visibility without buying a consultant's calendar; a shared vocabulary that outlives staff changes; finishing as the default.
Two days, then yours
Day one: the system
Why agile works — the physics of small batches and visible work — then hands-on: building your real backlog and board.
Day two: the ceremonies
Sprint planning, standups, reviews, and retros run live on your projects, with coaching until they're crisp.
The translation layer
Every example in your industry's language — clinics, crews, warehouses, kitchens — not software war stories.
The 30/60/90 check
Three follow-up sessions to tune the cadence after reality arrives. Included, because training without follow-through is theater.
Every engagement runs the same way: conceptual agreement on objectives, measures, and value — then one proposal, three options, one fixed fee.
See how we engageAn illustrative engagement
Composite scenarios drawn from the kinds of situations we work on. Details altered; client identities not used.
- Objective
- Give the leadership team a shared method for running internal projects without hiring program managers.
- Measures
- Cadence adherence at 90 days, projects with visible boards, commitments kept per cycle.
- Value
- Six months later the team had retired its status-meeting culture — projects finished on a rhythm the company now owns.
Illustrative composites for explanation of method — not statements of past performance, and not a guarantee of results.
Grounded in peer-reviewed research
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The definitive review of what makes workplace training transfer: needs analysis, practice, feedback, and follow-through — not single-shot seminars.
Salas, Tannenbaum, Kraiger & Smith-Jentsch (2012) — “The Science of Training and Development in Organizations,” Psychological Science in the Public Interest, 13(2). doi.org/10.1177/1529100612436661
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Across 1,002 projects, greater agile/iterative use predicted higher project success on efficiency and stakeholder satisfaction.
Serrador & Pinto (2015) — “Does Agile work? — A quantitative analysis of agile project success,” International Journal of Project Management, 33(5). doi.org/10.1016/j.ijproman.2015.01.006
Research informs our methods. Findings describe study populations — not a promise of results for any engagement.
Stephen Velasquez
Founder-owner of ZipHealthy for ten years — profitable, with no outside capital — and a former technology-product executive at Amazon, Microsoft, Walmart, and the U.S. Department of the Treasury. The advice you get has been paid for with the advisor's own payroll, and stress-tested at Fortune 1 scale. Every engagement is led personally, start to finish.
Asked by owners, answered directly
If your team has the will and a capable internal cadence-keeper, training is enough — and far less costly. If the change needs outside authority in the room to stick, our implementation engagement is the honest recommendation. Tell us your situation; we'll point you straight.
You get capability and our completion record for each participant. We deliberately don't sell certificates — ticket-stamping is the failure mode this whole practice exists to avoid.
Up to twelve per cohort keeps the practice real. Larger organizations run multiple cohorts — often leadership first, then teams.
Take the method in-house.
One conversation with the principal — no pitch deck, no junior associate, no obligation. If we can help, we'll show you exactly how we'd measure it. If we can't, we'll say so.
Prefer the phone? (479) 259-1390 · 240 S Main St, Suite #270, Bentonville, AR 72712
Most of our clients come to us by referral from other Northwest Arkansas owners. If someone sent you here — tell us who, so we can thank them.