Start
Find the constraint
A focused workshop to name what is actually slowing things down, compare options, and choose the first moves.
Speed & Impact Breakthrough →You've tried Agile, SAFe, OKRs, maybe AI pilots, but the work still drags. Why?
My work is usually to help leaders see what is really slowing things down, choose a few moves that matter, and change how work gets chosen, funded, reviewed, and finished. AI makes this more urgent because it speeds up activity without automatically improving the result.
A 45-minute conversation about what is actually stuck, whether it is priorities, team setup, funding, or decision-making. Most leaders leave with a clearer read on the situation than they had going in.
Talk Through the ConstraintHow I Engage
First we get clear on what is happening. Then we choose a small number of changes, try them in the real system, and adjust when reality pushes back.
Start
A focused workshop to name what is actually slowing things down, compare options, and choose the first moves.
Speed & Impact Breakthrough →Focus
Depending on your context, the work may focus on product decisions, too much work in flight, OKRs, leadership decisions, AI pilots, or AI-assisted product and engineering work.
See the diagnostic mapSustain
Once a change is in motion, support helps leaders handle the parts that only show up in practice: resistance, edge cases, slow decisions, and the pull back to old habits.
Talk through ongoing helpDiagnostic Map
These are common patterns I use to decide where the useful work probably starts.
Move from a long list of pilots to a shorter list of AI bets where someone can say what value might change, what evidence matters, and what should stop.
Look at why AI coding made developers faster but specs, reviews, releases, or adoption are still slowing the work down.
Move from shipping more features to learning which product bets actually change customer behavior or business results.
Use OKRs to make trade-offs clearer, not to create another quarterly task-reporting ritual.
Connect funding, priorities, and day-to-day decisions so agility is not trapped inside product and engineering.
Reduce the number of active bets and make it clearer what should start, wait, or stop.
Repair agile work that has become mostly meetings, roles, and reports without enough improvement.
Private workshops for leaders and teams who need better ways to see work, limit work, and finish work.
Use agile ideas in marketing without turning the work into ceremony.
Private, in-house workshops spanning Scrum.org, SAFe, Sense & Respond, and Kendall AI, tied to real work rather than badge collection.
A Good Fit
The work tends to go well when leaders want a frank read on what is really happening and have enough authority to change how work is chosen, funded, reviewed, or stopped.
Fit Check
I do my best work with leaders who are ready to change how their system works, not add another layer of theater.
Typical Investment
Pricing is value-based, not time-based. The question is whether the work is worth doing given the constraint in front of you. If the value case is not plausible, we should not do the work.
$10K – $20K
A 1-2 day working session with senior leaders to name what is stuck, compare options, and choose the first moves. Often this is enough to decide whether more help is worth it.
Contact for availability
Longer work depends on the situation, the leaders involved, and how much help is needed after the first workshop. I would rather scope it after we understand the real problem.
The financial logic should be clear before we start: less wasted work, faster decisions, fewer stalled bets, or a change made sooner. If we cannot name why the work is worth doing, it is not ready.
Bring the messy version of the situation. A useful conversation should leave you with a clearer read on the constraint, even if we do not work together.
Talk Through the ConstraintCase Studies
Where the slow spot was not inside one team
Case Study
One of the world's largest derivatives marketplaces reorganized into a clean product hierarchy and still landed in a feature factory. Yuval helped the transformation team stop pushing the team-level flywheel, move upstream to the portfolio, and run the operating-model shift itself as a product co-created with leaders.
Case Study
Spectrum Healthcare needed IT, clinical, and operational leaders to move critical cross-cutting initiatives faster. Yuval helped launch a cross-functional SAFe-based operating cadence that improved collaboration, sped delivery on telemedicine and clinic initiatives, and strengthened business outcomes.
Case Study
NEC was dealing with project chaos, weak product focus, and low predictability in a high-stakes engineering environment. Yuval helped combine Scrum, Kanban, and leadership-level transparency to create steadier flow and a stronger foundation for scale.
Case Study
Molecule-to-Medicine Bio needed diverse R&D teams and portfolio companies to collaborate better under scientific uncertainty. Yuval introduced pragmatic Scrum and Kanban patterns, shared visibility, and iterative learning loops that improved traction, risk management, and cross-company alignment.
Case Study
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.
Case Study
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.
Outcomes reflect each client's reported results. Where specific metrics could not be attributed, results are described directionally. NDA constraints apply to some engagements.
From CIOs to product and engineering leaders - what working with Yuval actually looks like
“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. <strong>His work directly contributed to multi-million-dollar wins by turning theory into measurable progress.</strong> 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 <strong>spread agile across our 3,000+ people organization</strong>, 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 <strong>reduce coordination overhead by 10-40%</strong>, allowing teams to finally focus on building rather than negotiating dependencies.”
Tamar Lavi
Enterprise Agile Coach
FAQ
Common questions about working together
Most leaders start with one focused conversation about what is stuck. You should leave with a clearer read before deciding whether a larger piece of work makes sense.
No. I work on the choices around the work: what gets started, what waits, who decides, how teams depend on each other, and how leaders know whether things are improving.
Yes. A common pattern is an organization that invested in Agile, SAFe, OKRs, or AI pilots but still cannot point to enough change in the work or the results.
Yes. I work directly with executive and senior leadership teams, and with the product, technology, and change leaders who have to make the new way of working real.
If we pick the right place to start, you should see early signals in 30-90 days: fewer active bets, faster decisions, smaller queues, or clearer ownership. Bigger changes take longer.
Two AI patterns show up a lot. One is a noisy pile of pilots with no clear value story. The other is AI coding making developers faster while delivery still feels slow. I treat those as different problems.
Yes. Sometimes the useful part is staying close while leaders try the changes, hit resistance, and adjust based on what actually happens.
Usually CEOs, COOs, CTOs, CPOs, product leaders, engineering leaders, or change leads. Many work in complex environments where hardware, software, regulation, or customer delivery all collide.
Bring the messy version. I will help you sort what is signal, what is noise, and what might be worth doing next.