You'd be arguing against research in that case. Software estimation is a widely studied subject and no estimation technique we've found has brought projects into the 'predictable' mode.
There are a few different estimation techniques that are better than others but scrum actively avoids those techniques (probably for the best as they are expensive and don't show huge gains over other forms of estimation).
Instead scrum attempts to track a made up velocity number by using any number of known to be inaccurate estimation techniques. It then gets hyper focused on breaking down tasks into small enough tasks that the velocity number stays constant, all while forgetting about the real desire, the quality software the business desires, delivered to paying customers. At that task, scrum has proven to be no more predictable than any other technique.
An enlightening exercise for any project manager is to go to a sales team and explain what you are delivering in a given sprint. Almost always, they won't care at all about that, and will instead ask for when some 'major epic' thing will be done, at which point you won't be able to tell them with any more certainty than if you'd just guessed.
Thats the best case. The worst case is that all that work you put into showing transparency around velocity ends up being used against the teams working on the hardest and most innovative projects in your organization. Their velocity will be all over the map while the maintenance teams will look good. You'll have convinced the leadership of the organization that velocity is a real number to track (cause you spend so much resources tracking it) and the incentive structures will reflect it. You just made it worse for good engineers to join the teams solving your hard problems.