Dyno Therapeutics needed its biology, ML, and data teams to work as one innovation system rather than as siloed functions. Yuval helped redesign around shared outcomes and empirical feedback loops, reducing coordination drag and accelerating learning.
Gillette faced intense launch pressure on a next-generation razor across R&D, commercial, and manufacturing teams. Yuval introduced a pragmatic scaled-Scrum approach that surfaced risks early and helped the team launch faster with stronger market response.
CA's marketing organization was trapped in silos, approvals, and overload that slowed revenue impact. Yuval helped leaders form cross-functional agile marketing teams around value streams, improving responsiveness, empowerment, and pipeline performance.
Idemia needed to deliver critical government programs more predictably while building future products in a complex environment. Yuval helped establish team agility, a lean-agile center of excellence, and value-aligned ARTs that improved focus, quality, and productivity.
As CyberArk scaled toward IPO, growing functional silos threatened speed and visibility. Yuval helped leaders reorganize around value and use product-stream Kanban, supporting a stickier operating model that preserved pace through rapid growth.
Helping multiple HP Software product groups across Israel, Germany, India, China, and Ukraine move beyond shallow agility toward real Lean/Agile/Scrum and Lean Startup thinking.