About Me
I call myself an organizational plumber. In the Israeli Air Force, then leading engineering teams, then close to twenty years helping leaders find where flow gets stuck — first in engineering, later across marketing, sales, the whole business — it's always been the same job: something's stuck, there's a bottleneck, sometimes there's a real mess on the floor. Right now the pipes are AI. I find where it's actually stuck and clear that, not just the part closest to me.
Yuval Yeret
Scaling AI from Activity to Impact. Agility is the "Powered by Intel" inside the AI-Native organization.
I've always been fascinated by designing and optimizing networks of people, not just computers — plumbing for organizations, not pipes. Impact is hard to measure, so it's tempting to measure activity instead: pilots launched, tokens burned, agents running. Once you're measuring activity, you're one step from activity theater. That happened to Agile. It's happening to AI, faster.
Helping leaders turn AI pilots and tooling into measured business impact by aiming human and AI capacity at the constraint actually limiting value.
Helped transformation, product, and technology leaders build scalable product culture across multiple portfolios.
Coached R&D and commercial leaders to shape the operating approach behind the Labs Exfoliating Razor and improve innovation flow.
Partnered with marketing and sales leadership to improve collaboration, traction, and impact at scale.
Worked with delivery, engineering, and R&D leaders to improve time to market, quality, and product impact through enterprise-level flow.
Improved flow awareness in hundreds of teams and organizations through practical guidance, workshops, and published playbooks.
Deep expertise across frameworks and practices enables pattern matching and pragmatic adaptation to your context, not just textbook guidance.
Being a SAFe Fellow enables me to shape and influence the future of the Scaled Agile Framework and improve its fit for helping organizations shift from theater to scalable agility. You benefit from guidance that works inside real enterprise constraints and keeps outcomes over ritual.
See invitation-based SAFe guidance →
I became a Professional Scrum Trainer to help bring Flow and Scrum together and help bring Scrum to more and more complex contexts. You get both the rigor of Professional Scrum and pragmatic adaptation to your operating reality.
Why engage a PST →
I'm active in the SSH community because it advances practical patterns for better outcomes and a more humane world of work. You benefit from engagement models that improve value delivery while strengthening safety, sustainability, and leadership clarity.
See SSH Advocate program →
I partner with Sense & Respond Learning to stay sharp on outcome-first product strategy, discovery, and OKR craft. You get proven practices grounded in measurable customer and business outcomes, not just delivery output.
See Certified Training Partner community →Most advisors either plant a flag in one framework or bolt AI talk onto an old playbook. I work across strategy, product, delivery, and leadership, so the speed you're generating actually turns into outcomes the business can see.
AI POCs succeed. Scaling them doesn't — not because the models are wrong, but because the operating system around them can't learn fast enough. Clear ownership, outcome-oriented prioritization, and short feedback loops are what turn scattered pilots into compounding capability.
Most organizations can tell you exactly what they built last quarter. Very few can tell you what changed in the business because of it. The work starts with defining the outcome you're actually trying to move — then designing the minimum system changes to get there.
Velocity measures how busy teams are. Cycle time measures how fast value reaches customers. Organizations that manage to velocity optimize for the wrong thing — and end up with fast teams inside a slow system. Flow is a leadership responsibility, not a team metric.
When delivery is slow, the instinct is to improve the teams. But in most organizations I work with, teams are not the constraint. The constraint is how work gets funded, prioritized, and handed off across boundaries. Fixing the team while leaving the system intact produces faster activity — not faster outcomes.
Product strategy that doesn't connect to commercial goals produces roadmaps leadership doesn't trust. Commercial goals that don't connect to product reality produce commitments teams can't keep. The work is building the translation layer between them — explicit enough to drive decisions.
The conventional trade-off — move fast or be reliable — is usually a symptom of high WIP and unclear ownership, not an inherent tension. Organizations that reduce work in flight and clarify decision rights typically get both: shorter cycle times and more consistent delivery.
I call myself a plumber. Not the profitable post-AGI career move — the actual instinct. In the Israeli Air Force in the nineties, then leading engineering teams, then close to twenty years helping leaders improve flow — first inside engineering, later across marketing, sales, the whole organization — it's been the same kind of work. Something's stuck, there's a bottleneck, sometimes there's a genuinely ugly mess on the floor that somebody has to clean up. I go find it and clear it.
That curiosity about how people coordinate around complex work led me deep into Scrum, then Kanban (I co-authored the Kanban Guide for Scrum Teams and co-created Professional Scrum with Kanban), then SAFe (one of fewer than 50 SAFe Fellows globally). Along the way the Kanban community recognized that work with a Brickell Key Award in 2013, and I wrote up a lot of it in Holy Land Kanban. I also contributed to ICAgile's Agility in Marketing learning outcomes — the curriculum standard behind the ICP-MKG certification.
Most advisors plant a flag in one framework and defend it. I went the other direction — because working across all of them revealed something more useful: every framework is solving a real problem, and every framework creates new problems if applied dogmatically. What actually helps organizations is understanding which constraint they're facing and choosing the right tool for it.
That's also why Dave West and I wrote the Scrum Guide Companion for Leaders for Scrum.org. The Scrum Guide tells you what the Scrum Team is accountable for, but it stays quiet on the leaders around that team — the ones who set the conditions the team has to work inside. The companion is our attempt to answer the questions those leaders actually ask.
A good example is my work around invitation-based SAFe implementation: the emphasis is not rollout theater, but creating pull-based engagement so change sticks and performance improves.
Across global exchanges, consumer goods, enterprise software, and product-led scaleups, the same pattern kept appearing: teams asked to move faster while the system around them slowed them down. The constraint was almost never execution. It was how decisions were made, how work was prioritized, how funding flowed, and how many things were in flight at once.
AI didn't change that pattern — it raised the stakes and moved the bottleneck. When code, content, and analysis get radically faster, the same operating gaps that used to just slow teams down now pile up fast: production outruns review, validation, and adoption. That's why I pivoted my business from Scaling with Agility to Scaling AI from Activity to Impact. Not jumping on a bandwagon — agility isn't going anywhere for me. It's the "Powered by Intel" inside the AI-Native organization, and the lessons from years of helping organizations scale it are exactly what it takes to turn AI ambition into impact.
That's what I work on — not which framework to use, but whether the operating system around your teams is capable of turning AI activity into the outcomes you actually need.
Are you serious about turning AI activity into real business impact? Let's talk.
"The best agility work is invisible. When it's working, leaders stop talking about frameworks and start talking about outcomes." — Yuval Yeret
If you want to pressure-test fit before talking, these resources show how I think and work.
Scrum.org white paper, co-authored with Dave West
The Scrum Guide never spells out the leader’s role. Dave West and I wrote the companion to close that gap — what Scrum means for you as a leader, and how to create the conditions where it actually works.
Scrum.org guide, co-authored
The official Scrum.org guide to applying flow and Kanban practices inside Scrum. I also co-created the Professional Scrum with Kanban course that teaches it.
Articles, reports, and frameworks
Practical writing on flow, strategic alignment, portfolio agility, and evidence-based outcomes.
Field-tested guidance
My invitation/pull-based change approach is now part of formal SAFe guidance and curriculum, and is one reason Scaled Agile invited me to become a SAFe Fellow to spread this thinking further.
Conversations with practitioners
Interviews and practical thinking on modern leadership, product organizations, and operating models.
Engagements that changed how organizations deliver — in their own words
“ 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
FAQ
Background, approach, and how Yuval works
AI creates speed, not automatic value. That speed shows up unevenly — some teams and workflows accelerate faster than others — which moves the bottleneck. Impact is hard to measure, so organizations default to measuring activity instead: pilots launched, tokens burned, agents running. Once you're measuring activity, you're one step from activity theater. That happened to Agile. It's happening to AI, faster. Yuval's work is finding where value is actually stuck now and aiming human and AI capacity there.
Because agility isn't going anywhere — it's the "Powered by Intel" inside the AI-Native organization. Years of helping organizations scale agility to tackle expensive problems translate directly into helping them turn AI ambition into impact. It's not a rebrand chasing a trend; real agility might have been waiting for AI all along.
Product, technology, and transformation leaders trying to turn AI pilots, tools, and licenses into outcomes the business can measure — plus leaders driving other strategic initiatives who need the same underlying flow and focus. He supports both growth-stage companies and complex enterprises.
Typical outcomes include faster time to business value from AI and other initiatives, clearer calls on what is actually worth building, fewer stalled pilots, and stronger cross-functional collaboration between product, engineering, and leadership.
Yuval combines systems thinking, lean flow principles, and pragmatic agile patterns to aim human and AI capacity at the constraint that is actually limiting value — not framework theater, not tool rollouts. The goal is healthier decision systems and evidence you can show a sponsor.
Yuval is based in the Boston area and works globally, both remotely and in person.
No. Most of the work is with organizations that already have agile practices, AI pilots, or both in place, and now need the operating model — decision rights, funding, focus — that turns that activity into results.
Boston-based, globally active. I find where your AI activity is actually stuck and help you clear it.