Background. The COVID-19 pandemic triggered a widespread transition to hybrid work models (combinations of co-located and remote work) as software professionals' demanded more flexibility and improved work-life balance. However, hybrid work models reduce the spontaneous, informal face-to-face interactions that promote group maturation, cohesion, and resilience. Little is known about how software companies can successfully transition to a hybrid workforce or the factors that influence the resilience of hybrid software development teams. Goal. The purpose of this study is to explore the relationship between hybrid work and team resilience in the context of software development. Method. Constructivist Grounded Theory was used, based on interviews of 26 software professionals. This sample included professionals of different genders, ethnicities, sexual orientations, and levels of experience. Interviewees came from eight different companies, 22 different projects, and four different countries. Consistent with grounded theory methodology, data collection, and analysis were conducted iteratively, in waves, using theoretical sampling, constant comparison, and initial, focused, and theoretical coding. Results. Software Team Resilience is the ability of a group of software professionals to continue working together effectively under adverse conditions. Resilience depends on the group's maturity. The configuration of a hybrid team (who works where and when) can promote or hinder group maturity depending on the level of intra-group interaction it supports. Conclusion. This paper presents the first study on the resilience of hybrid software teams. Software teams need resilience to maintain their performance in the face of disruptions and crises. Software professionals strongly value hybrid work; therefore, team resilience is a key factor to be considered in the software industry.