Agile software development has become increasingly common in software vendor organisations, and their impact on practices and roles is now extending beyond the project level across the entire organisation. In this study, we investigate how a major Australian based multi-site global software vendor transitioned from a structured to a Scaled Agile approach. We demonstrate how practices and roles in a distributed software vendor evolved over time across the organisation in an on-going process of agile transformation. Through this elaboration, we identify three major agile transitions and the contribution of a scaled agile approach in the building of market driven capabilities. Drawing on the theory of ‘dynamic capabilities’ [8], we found through studying the operation of agile practices and roles across the organisation, that they contributed not solely to improved internal process capability, but to increased ability both to identify and take advantage of opportunities and to innovate in global product and service development and delivery