From Babysitting AI to Developing the Factory
Babysitting agents leaves little room for the troubleshooting that engineers enjoy. The harder challenge is developing a system that needs less babysitting.
Read more →AI agents are getting very good at coding, debugging, test generation, documentation, and a lot of engineering activities. But if engineering was not the constraint to begin with, or now stops being the constraint because of these improvements, faster engineering output may just create more work waiting somewhere else. The leadership question is changing from “how do we make teams faster?” to “where does this speed actually improve the flow to value?”
It can be useful to think about AI as a product that people can choose to use to get their job done better. I find that a lot of the work I’m doing with product organizations on shifting from being an activity theater or even a feature factory to becoming product-native transfers very neatly into creating AI capabilities that enable an AI-native organization.
Shifting activity to impact at
Babysitting agents leaves little room for the troubleshooting that engineers enjoy. The harder challenge is developing a system that needs less babysitting.
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Vibe coding can come full circle through a trusted engineering loop. Then the challenge expands: useful product outcomes, improving the factory, and helping the company work better.
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Next Insurance broke its whole product development lifecycle into agent skills and deliberately kept sprints, roadmaps, Jira and the role split. Why authorship is the first thing to change in an agentic rollout, and how you know when the process change is finally due.
Read more →I help organizations create AI leverage in the business processes that matter, working in the trenches alongside their leaders and teams.
Speed you can ship, review, and stand behind
Learn moreFrom AI ambition to scalable AI impact
Learn moreOutcomes and evidence, not a feature roadmap
Learn moreThrough OKRs, funding, and leadership cadence
Learn more“ Yuval is, without question, the best Lean/Agile partner I have ever worked with. By reorganizing scattered teams into clear value streams and introducing practical, context-aware agility, we turned a reactive culture into one built on flow and ownership. Within months, budgeted hours dropped by 25%, on-time delivery was restored, and our capacity expanded from one active contract to nine in parallel. Quality and customer satisfaction soared, and engineers finally had the headspace to innovate again. ”
Steve Lizotte
Engineering Leadership | Transformation | Predictability | Scale · Idemia
“ Yuval would be an asset to any C-suite as they contemplate adapting their organization to a rapidly evolving technology landscape that is likely to disrupt many businesses. We owe a debt of gratitude to Yuval for giving us the best training and a strong start on our journey toward Product-Oriented Teams and outcomes-focused delivery. ”
Sunil Cutinho
Chief Information Officer · CME Group
“ Yuval gave us the foundation to mature as a company. Before his involvement, our growth had outpaced our ability to deliver: releases were dragging, priorities were unclear, and business and engineering often felt misaligned. Under his guidance, we rebuilt focus and momentum. Our release cadence improved dramatically, cross-team alignment became the norm, and teams rediscovered their confidence. Faster delivery, better collaboration, and a stronger sense that everyone was finally pulling in the same direction. ”
Glen Demetrioff
President & CEO · Rapid-RTC
“ Rather than imposing a rigid playbook, Yuval helped us co-design a process that fit our reality: collaborative, disciplined, and adaptable. His patience, persistence, and ability to connect agile principles to real product challenges transformed a hesitant team into a confident one. The result was a faster, more focused innovation process that became a model for future projects. ”
Cindy Grönberg Moldin
ex-P&G, ex-Deloitte · Gillette | P&G
“ Most consultants tell you the answer; Yuval asks the right questions so you find the answer yourself. He has a knack for identifying the concepts and language that are missing and getting us to discuss them in a way that gives us a chance to improve how we work together. ”
Tyson Bertmaring
COO | Head of Stewardship · Dyno Therapeutics
“ Yuval has a deep understanding and vast knowledge of Agile, but more than that, he understands how organizations and people actually operate. He brought clarity, practical structure, and data-driven insight that improved flow, focus, and collaboration. His work directly contributed to multi-million-dollar wins by turning theory into measurable progress. Throughout our work together, Yuval constantly provided original and thoughtful perspectives on the complex challenges we faced, helping us turn theory into measurable progress. ”
Roy Emek
VP Engineering · Informatica
“ Yuval consistently bridges the gap between agile theory and practical impact. In an industry often distracted by frameworks and buzzwords, he stands out for grounding his work in real outcomes. Yuval does not just teach modern practices: he helps shape them, proving their value through every engagement. ”
Jon Terry
COO | Co-Founder · Leankit
“ By having Yuval on board, we found not just an experienced professional but also a partner in our lean journey with a passion and commitment to coach and guide us until we achieve our goals. He can swiftly move from strategy/blueprints to training a class, implementing methods/processes all the way to helping us through tough issues through hands-on coaching. This makes Yuval very valuable and influential in our journey towards lean. ”
Adam Magen
VP Operational Excellence · Siemens Digital Industries
“ Yuval provided very practical and grounded feedback along the way. He does a brilliant job at highlighting ways to connect and integrate enterprise delivery practices so that the activities of a delivery team can be understood at a senior leadership level while also building a clear way to incorporate OKRs at every level. His leadership helped accelerate the product leadership capabilities in our division. ”
Steve Ishmael
Senior Director Product Management · CME Group
“ Yuval is an endless source of knowledge in management methods, Agile, Lean, Kanban, Scrum etc. Always up to date with most recent thoughts and trends. With Yuval we managed to spread agile across our 3,000+ people organization, stabilizing delivery across massive global business units. ”
Yaki Koren
PMO Agility Leader · Amdocs
“ Yuval has a broad range of knowledge when it comes to agile and how companies should and can implement it. He is great at providing helpful resources for understanding the best practices. I would recommend Yuval as an Agile Coach, Trainer, and Advisor anytime. ”
Gabriel Columbus
Senior Transformation Coach · Wells Fargo
“ Your posts and advisory have been immensely beneficial. Your writing is clear, engaging, and highly relevant. By applying your flow principles, we have seen organizations reduce coordination overhead by 10-40%, allowing teams to finally focus on building rather than negotiating dependencies. ”
Tamar Lavi
Enterprise Agile Coach
Case Studies
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A huge derivatives marketplace reorganized into a clean product hierarchy and still landed in a feature factory. Here is what actually moved it.
Case Study
Spectrum Healthcare needed IT, clinical, and operations leaders to move cross-cutting work faster. Yuval helped launch a cross-functional SAFe-based cadence.
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NEC had project chaos, weak product focus, and low predictability. Scrum, Kanban, and leadership-level transparency created steadier flow.
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How pragmatic Scrum and Kanban patterns helped Molecule-to-Medicine Bio get R&D teams and portfolio companies collaborating under scientific uncertainty.
Case Study
Dyno Therapeutics needed biology, ML, and data working as one system, not silos. Yuval helped redesign around shared outcomes and tighter feedback loops.
Case Study
Gillette faced intense launch pressure on a next-gen razor across R&D, commercial, and manufacturing. Scaled Scrum surfaced risks early and sped up the launch.
Outcomes reflect each client's reported results. Where specific metrics could not be attributed, results are described directionally. NDA constraints apply to some engagements.
I work with the leaders and the people doing the work, long enough that a new way of operating survives contact with real work.
I have deep expertise in deploying and scaling management operating systems: OKRs, Scrum, Agile, Flow/Kanban, Theory of Constraints. But I orient toward the opportunity or constraint and pull only the relevant patterns. My preference is to evolve what is working rather than arrive with a shiny new framework that promises to be a silver bullet.
About YuvalTell me what you’re trying to do, what you’ve already tried, and where you’re running into trouble. We’ll look at what’s getting in the way and what’s worth trying next.