Eran Zinman

But one thing that we found is that a lot of those tools are under the category of, yeah, we can use it, but it's a nice to have tool. It's not something that is kind of managing the core work of businesses. So we pivoted from that. I think the first year and a half, we kind of focused on communication and then we kind of pivoted the business to focus more on that flexible management.

But one thing that we found is that a lot of those tools are under the category of, yeah, we can use it, but it's a nice to have tool. It's not something that is kind of managing the core work of businesses. So we pivoted from that. I think the first year and a half, we kind of focused on communication and then we kind of pivoted the business to focus more on that flexible management.

But one thing that we found is that a lot of those tools are under the category of, yeah, we can use it, but it's a nice to have tool. It's not something that is kind of managing the core work of businesses. So we pivoted from that. I think the first year and a half, we kind of focused on communication and then we kind of pivoted the business to focus more on that flexible management.

And that was a big pivotal moment in the life of the company.

And that was a big pivotal moment in the life of the company.

And that was a big pivotal moment in the life of the company.

Yeah, this is an extremely tricky part because both Roy, my co-founder, and I, we're software developers. Our natural instinct is to go to the office and write code. That was our go-to. We always felt that we're one feature away from getting the right product. And we kind of spent like 70% or 80% of our seed round. We sat down and said to ourselves, look, something is not working.

Yeah, this is an extremely tricky part because both Roy, my co-founder, and I, we're software developers. Our natural instinct is to go to the office and write code. That was our go-to. We always felt that we're one feature away from getting the right product. And we kind of spent like 70% or 80% of our seed round. We sat down and said to ourselves, look, something is not working.

Yeah, this is an extremely tricky part because both Roy, my co-founder, and I, we're software developers. Our natural instinct is to go to the office and write code. That was our go-to. We always felt that we're one feature away from getting the right product. And we kind of spent like 70% or 80% of our seed round. We sat down and said to ourselves, look, something is not working.

It's not about the next feature. We need to talk more with customers. We need to understand what they're looking for. And we've done something that's very not natural for us. We went and again, interviewed a lot of potential customers. And instead of showing them what we built, we actually interviewed them and asked them how they manage their businesses.

It's not about the next feature. We need to talk more with customers. We need to understand what they're looking for. And we've done something that's very not natural for us. We went and again, interviewed a lot of potential customers. And instead of showing them what we built, we actually interviewed them and asked them how they manage their businesses.

It's not about the next feature. We need to talk more with customers. We need to understand what they're looking for. And we've done something that's very not natural for us. We went and again, interviewed a lot of potential customers. And instead of showing them what we built, we actually interviewed them and asked them how they manage their businesses.

So we kind of took that into our own pivot as a company.

So we kind of took that into our own pivot as a company.

So we kind of took that into our own pivot as a company.

When we had the initial version of the collaboration tool, we had about three or four paying customers. One of them was Wix. So we had a little bit of traction, but When we pivoted the company, that was a really meaningful moment in the life of the company. We launched our payment system.

When we had the initial version of the collaboration tool, we had about three or four paying customers. One of them was Wix. So we had a little bit of traction, but When we pivoted the company, that was a really meaningful moment in the life of the company. We launched our payment system.

When we had the initial version of the collaboration tool, we had about three or four paying customers. One of them was Wix. So we had a little bit of traction, but When we pivoted the company, that was a really meaningful moment in the life of the company. We launched our payment system.

And I remember to this day, the first time a new customer has actually paid for the software without us talking to them. I bought a TV. I actually mounted it to the wall. And I built a dashboard that showed the number six. That was the amount of customers that we had. And every time a new customer came in, there was like a big Homer Simpson sound. Like, whoo-hoo!

And I remember to this day, the first time a new customer has actually paid for the software without us talking to them. I bought a TV. I actually mounted it to the wall. And I built a dashboard that showed the number six. That was the amount of customers that we had. And every time a new customer came in, there was like a big Homer Simpson sound. Like, whoo-hoo!