Eran Zinman

The day after, when I woke up, I opened my iPhone, opened the Stocks app and added Monday. And that was the most exciting. I felt it throughout my whole body when I saw the Monday ticker. It just felt real.

The day after, when I woke up, I opened my iPhone, opened the Stocks app and added Monday. And that was the most exciting. I felt it throughout my whole body when I saw the Monday ticker. It just felt real.

I think we went up like 10 or 15%, so it was good.

I think we went up like 10 or 15%, so it was good.

I think we went up like 10 or 15%, so it was good.

When we started the company, actually Roy was the CEO and I was the CTO. So we didn't start as co-COs, but I remember like a week into the company, he told me, look, I want us to do everything together. So I told him, of course, like we're co-founders, but he told me, look, everything, you know, raise money together, be co-COs. I told him, okay.

When we started the company, actually Roy was the CEO and I was the CTO. So we didn't start as co-COs, but I remember like a week into the company, he told me, look, I want us to do everything together. So I told him, of course, like we're co-founders, but he told me, look, everything, you know, raise money together, be co-COs. I told him, okay.

When we started the company, actually Roy was the CEO and I was the CTO. So we didn't start as co-COs, but I remember like a week into the company, he told me, look, I want us to do everything together. So I told him, of course, like we're co-founders, but he told me, look, everything, you know, raise money together, be co-COs. I told him, okay.

And we would meet investors and it was weird because I would sometimes talk about the business and he would talk about technology and then next meeting we'll switch roles. I think we got everybody kind of confused, but after a while he just told me like, let's make it official, kind of name ourselves co-CEOs just so we don't have to explain it to everybody.

And we would meet investors and it was weird because I would sometimes talk about the business and he would talk about technology and then next meeting we'll switch roles. I think we got everybody kind of confused, but after a while he just told me like, let's make it official, kind of name ourselves co-CEOs just so we don't have to explain it to everybody.

And we would meet investors and it was weird because I would sometimes talk about the business and he would talk about technology and then next meeting we'll switch roles. I think we got everybody kind of confused, but after a while he just told me like, let's make it official, kind of name ourselves co-CEOs just so we don't have to explain it to everybody.

What's so special about him is that he's one of those people that has no ego. He wants to do what's best for the company. He doesn't care about his own title or to be on top of somebody else. We spend a lot of time together. We actually walk home every day, like walking. We live in Tel Aviv, so we walk every day. We spend hours just to think and talk about things.

What's so special about him is that he's one of those people that has no ego. He wants to do what's best for the company. He doesn't care about his own title or to be on top of somebody else. We spend a lot of time together. We actually walk home every day, like walking. We live in Tel Aviv, so we walk every day. We spend hours just to think and talk about things.

What's so special about him is that he's one of those people that has no ego. He wants to do what's best for the company. He doesn't care about his own title or to be on top of somebody else. We spend a lot of time together. We actually walk home every day, like walking. We live in Tel Aviv, so we walk every day. We spend hours just to think and talk about things.

Yeah.

Yeah.

Yeah.

First of all, my number one rule is never surprise the board. Never. That's like the worst thing you can do. Actually, one of the things we built into Big Brain is I don't know if Avi told you, but we used to send every day a daily SMS of the company performance every day to our board members. Whether it was good or bad, it was automatic.

First of all, my number one rule is never surprise the board. Never. That's like the worst thing you can do. Actually, one of the things we built into Big Brain is I don't know if Avi told you, but we used to send every day a daily SMS of the company performance every day to our board members. Whether it was good or bad, it was automatic.

First of all, my number one rule is never surprise the board. Never. That's like the worst thing you can do. Actually, one of the things we built into Big Brain is I don't know if Avi told you, but we used to send every day a daily SMS of the company performance every day to our board members. Whether it was good or bad, it was automatic.