Your R&D org has scaled fast.
Why is everything getting slower?
Kortaliya realigns teams around strategy and customer signals,restores delivery predictability,and reconnects R&D effort to outcomes —by fixing the operating model, not adding process.
What you get
Tangible deliverables at every stage — not frameworks, not theory.
Constraint Heatmap
Where your operating model breaks down — decision bottlenecks, queue buildup, coordination overhead. Mapped in one week.
Quick Wins
High-leverage fixes you can ship immediately. Changes that unblock delivery within days, not months.
Short-Term Fix Plan
Prioritized interventions for weeks 2–4. The specific changes that address your biggest constraints, with leading indicators.
Target State Roadmap
The operating model your org is growing into. A clear path from where you are to where you need to be.
Hands-On Implementation
Not a slide deck handoff. We implement alongside your team — staying in the work until the changes stick.
What changes
The operating model shifts that restore R&D momentum.
Start with evidence. Stop when you want.
Every step is gated — you decide whether to continue.
Diagnostic
You know exactly what’s broken, why, and what to fix first.
Operating model heatmap, top constraints, first fix plan
Interventions
The highest-leverage fixes are implemented and measured.
Implemented changes, leading indicators, before/after evidence
Embed
Your team runs the operating rhythm themselves.
Operating cadences, governance forums, capability transfer
FOUNDER KOREN AISENSTADT — VP & LEADERSHIP ROLES HELD AT
One R&D system — two ways the friction shows up
Kortaliya partners with both CPO and CTO because fixing one part shifts the bottleneck elsewhere. The scope is always the full R&D operating model — across Product, Engineering, Design, and Customer-Facing teams.
For the CPO — Signal-to-Investment & Learning Velocity
What breaks
- Decision architecture fails: unclear accountability, slow/absent trade-offs, rising decision latency
- Signal → investment doesn't scale: VoC, usage, and frontline input don't consistently become opportunities → priorities → discovery → delivery → outcomes
- Focus fragments: prioritization drifts into team/feature backlogs; PM time shifts to negotiation across silos; insights from Sales/CS/Support arrive late, noisy, or disputed
What changes
- A reliable loop with clear ownership and feedback loops: signals → opportunities → prioritization → discovery → delivery → outcomes
- Investment concentration on the top customer problems/opportunities
- Outcome ownership and decision rules (outputs → outcomes → business impact)
For the CTO — Delivery & Reliability Flow Under Load
What breaks
- Reliability load overwhelms capacity: incidents/escalations create interrupt-driven work and context switching
- Maintenance + debt become the growth tax: change becomes slower and riskier
- Flow collapses: dependencies and queues grow; work starts easily but finishes slowly; WIP and rework increase
- Governance drifts: engineering effort diverges from company priorities
What changes
- Structured maintenance and reliability workflows (less chaos, fewer interrupts)
- Reduced queues/dependencies and improved predictability
- Clearer decision rights and team interfaces so engineering effort aligns to company priorities
- Reclaim engineering capacity lost to unmanaged interrupts and “shadow work”