In many companies, collaboration between business and IT can be cumbersome: the mindset and structures of traditional line organizations in business and agile teams in IT's Scaled Agile Framework (SAFe) seem irreconcilable. This work examines how collaboration at this interface can be structured in such a way that those involved take responsibility, learn from each other, and enable transformation. Through workshops, retrospectives, and interviews with those affected, the author develops a nuanced picture of the areas of tension, needs, and blockages that arise in hybrid organizational logics—and she impressively shows how even small interventions can have an impact when psychological safety, clear frameworks, and designed spaces interact. Based on her findings, the author creates a guide for interface work that instructs Scrum Masters or Product Owners on how to support employees at interfaces in taking responsibility, actively shaping their roles, and establishing common routines.