The challenge was to develop four different product lines simultaneously without increasing R&D count were up to that point, the whole organization worked on one product line in a configuration in which the professional development teams were divided into professional groups, and only the Release Manager was responsible for releasing new versions to customers. Of course, such a structure cannot grow into such an aggressive parallel development, and we were required to organize differently as described by Moshe Lipsker. This is a follow up to the podcast: 7. Shifting from on premise to cloud multi tenant configuration