Relocated to integrate acquired startup (Conjur) into the global company, create production ready enterprise grade software and increase sales. Directed development of a suite of software products (Open Source and Closed Source). Managed 2 remote teams and responsible for the work of 40 engineers in cross-matrixed teams in 3 geographies (US, UK and Israel). + Oversaw and responsible for all program aspects, including all phases of Software Development Lifecycle (SDLC), roadmap planning with product management, executing plans, setting delivery milestones and communicating progress across projects to stakeholders, resulted in >40% waste reduction of activities.+ Revamped the software release process to fit enterprise standards, resulting in a 100% decrease of escaped bugs by improving testing efficiency and developing release and capacity planning processes to optimize value of product delivery.+ Managed the development teams’ product backlogs, gathering requirements, defining scope and creating user stories (using Jira, Confluence, Aha, Zenhub and Github).+ Introduced and drove cross-organizational initiatives to improve knowledge sharing and collaboration by creating processes and workflows to share documentation and increase overall knowledge base.+ Built high-performance infrastructure team in 3 months, instituted Agile practices, anticipated product needs and cut setup time of delivery pipelines by 84%; resulting in faster time to market and >50% reduction of shipped bugs.+ Spearheaded adoption of Salesforce and triage support system for Enterprise version of Conjur; within 6 months, resulted in a 66% reduction of engineers working on client’s case resolution. + Key contributor to building high-performance team (grew remote team from 14 to 20), trained and set high-quality standards enabling product scale up to top-shelf production level.

Directed development of flagship product with annual revenue of >100M$, managing 4 engineering teams and 4 cross-functional individuals, 30 people total. Responsible for project management and execution of said product.+ Spearheaded company’s biggest front-end re-architecture project of core product with a budget of $30M/year including creating increments, backlog management and roadmap planning.+ Orchestrated project execution, communicating with executive stakeholders, coordinating and optimizing resource allocation among >70 people (6 development teams, Product Managers, UX team and technical writers). + Working with vendors and managing them with outsourced parts of the project.+ Introduced supporting mechanisms and visualization tools to track and manage project progress resulting in 30% reduction in meetings due to increased transparency.+ Coaching Engineering Managers on creating high performance teams by adapting and continuously improving agile processes, resulting in >20% increased velocity.+ Coordinated SOC 2 compliance project of the Privileged Account Suite meeting company deadline successfully.+ As hiring manager, grew the teams by 30%, onboarded and mentored 4 new Engineering Team Leads.+ Shortened testing cycle by 35% in 2 months and improved Sprint planning efficiency; resulting in optimized up-front clarity and team performance.

+ Managed an engineering team working on an experimental product, in close synergy with Product Management, utilizing rapid prototyping methodology, engaging sales and professional services, creating quick feedback cycles and expediting modifications.+ Built an additional team of 5 engineers from scratch, hand chosen by me to pioneer the front-end re-architecture of the flagship product, delivering a prototype in the span of two months; integrated new processes and collaborated with stakeholders to establish a backlog. + Accountable for management of the prototype backlog including backlog grooming and increment planning+ Established team culture for continuous improvement, incorporating agile mindset and processes into the day to day work of the team resulting in >50% velocity increase.+ The success of these teams and the growth in scope of the project ultimately led to my promotion

+ Hand-picked for special taskforce to pilot the transition from Waterfall to Agile, followed by leading organization-wide implementation of Agile methodology. + Developed new product (from design to implementation) enabling secure Outlook email communication; the product is still being sold as part of CyberArk product Suite. + Established onboarding processes and a training program, and mentored new hires.

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