An Agile coach in a consulting firm has been called into a big company's transformation project.
However when he got there he realised that the project had two developers, and one head of project, and it's merely a proof of concept, leading to a business transformation in the future. A month later there was some progress in the proof of concept, but the team hasn't grown due to poor hiring from the consulting firm's side. This resulted to the coach being called to do various other things in the project, along with facilitating the team and removing its impediments.
Is this the right way for a company to use an agile coach?