A key approach used by improvement specialists is that of Coaching. Coaching is described as a power tool for organisations looking to transition towards, and sustain, a new way of working. That new way of working, is often described as an Agile or Lean mode of work, with Agile being the progenitor of Lean. Agile is not alone in promoting the role of the coach, with Lean having similar roles identified as a cornerstone of mindset immersion. However, there is no accepted industry definition of what a process improvement Coach is, with a leading reference mode adopted informally. This outlines a core Competency Framework to capture the holistic skills required to become a competent Coach and is not specific about levels of mastery to attain the various competencies outlined. The model, being imprecise, is not backed by academic literature and aligns with noted observations about competency modelling being typically derived by less methodologically rigorous consultants who were not researchers. Despite this, the role of the Agile Coach has become an accepted and formative piece of a teams strategy and can derive success when deployed appropriately. In this paper, we will explore the deficiencies in the established competency model and propose a theoretically grounded competency model for Agile Coaches to act as a reference for Agile Coaches.