As our software development teams at IHS Inc. undertook an ambitious project to re-architect our desktop software platform, we struggled to reconcile the traditional role of Architect with Agile values. From our experience, we came to appreciate the vital role of leadership skills to a successful Architect. We began to view the responsibility of the Architect as that of a servant-leader, responsible for building selforganizing teams. We experimented with several variants to this approach. Ultimately our Architect role proved transient once the teams reached critical mass on technical skills and organizational clarity.