CyberArk: Scaling to IPO Without Losing Speed

CyberArk is a classic example of a technology organization that recognized the risks of scaling early. As they grew from a startup into a global leader in identity security, they needed an operating system that could support hundreds of engineers without the coordination overhead that typically kills speed.

The Challenge

Maintaining the “startup feel” and rapid delivery cadence while the organization grew in complexity. Functional silos were beginning to slow down cross-team dependencies, and leadership needed better visibility into the actual flow of value.

The Intervention

Yuval served as a trusted advisor to CyberArk’s product and engineering leadership over several years. The engagement focused on two high-leverage moves:

1. Reorganizing Around Value: Moving from functional silos to cross-functional product teams. This shift reduced hand-offs and placed decision rights closer to the work.
2. Product-Stream Kanban: Implementing multi-level Kanban systems to visualize and accelerate flow. This started at the leadership level to manage the portfolio and grew virally across individual teams.

The Outcome

CyberArk successfully navigated its scaling journey, maintaining its edge through a successful IPO. The organization built a “sticky” agile culture that prioritized throughput over activity, allowing them to continue shipping at pace even as a public company with thousands of employees.