Eran Zinman

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.

So when they came to the board meeting, they knew the numbers better than I do. They saw everything. The board meeting was basically done on the numbers and the metrics because they had full transparency. And that's something that I really believe inside the company and also for our board members.

So when they came to the board meeting, they knew the numbers better than I do. They saw everything. The board meeting was basically done on the numbers and the metrics because they had full transparency. And that's something that I really believe inside the company and also for our board members.

So when they came to the board meeting, they knew the numbers better than I do. They saw everything. The board meeting was basically done on the numbers and the metrics because they had full transparency. And that's something that I really believe inside the company and also for our board members.

And if we had something that we wanted to make a decision about, we always talk with each one of them individually before the meeting, because the last thing you want is to get into an ego fight. So just get their opinions and change the things before the meeting. So we talk more about the future than waste time on disagreements.

And if we had something that we wanted to make a decision about, we always talk with each one of them individually before the meeting, because the last thing you want is to get into an ego fight. So just get their opinions and change the things before the meeting. So we talk more about the future than waste time on disagreements.

And if we had something that we wanted to make a decision about, we always talk with each one of them individually before the meeting, because the last thing you want is to get into an ego fight. So just get their opinions and change the things before the meeting. So we talk more about the future than waste time on disagreements.

What do you believe that most around you disbelieve? Maybe something that's not intuitive is about setting goals. Most people, when they set goals, they try to figure out what they can do. I never think about it this way. I'm thinking about what I want to achieve and then try to figure out a way to do it.

What do you believe that most around you disbelieve? Maybe something that's not intuitive is about setting goals. Most people, when they set goals, they try to figure out what they can do. I never think about it this way. I'm thinking about what I want to achieve and then try to figure out a way to do it.

What do you believe that most around you disbelieve? Maybe something that's not intuitive is about setting goals. Most people, when they set goals, they try to figure out what they can do. I never think about it this way. I'm thinking about what I want to achieve and then try to figure out a way to do it.

Because when you build like a plan for next year, bottom up, people will kind of think about a plan of what they've done last year and let's do it again with small adjustments. I always think about how can we do above and beyond and then just changes how people think about what can be done and how they can achieve it. Why don't you email? I never got anything good out of an email.

Because when you build like a plan for next year, bottom up, people will kind of think about a plan of what they've done last year and let's do it again with small adjustments. I always think about how can we do above and beyond and then just changes how people think about what can be done and how they can achieve it. Why don't you email? I never got anything good out of an email.

Because when you build like a plan for next year, bottom up, people will kind of think about a plan of what they've done last year and let's do it again with small adjustments. I always think about how can we do above and beyond and then just changes how people think about what can be done and how they can achieve it. Why don't you email? I never got anything good out of an email.

I'm an extreme believer in focus. You asked me about investments. I don't do investments. I focus 100% on the company and I always try to set my own priorities because I think all those tools really distract you. I always try to look inside and try to understand what's most important for the company. And when you start kind of being managed by...

I'm an extreme believer in focus. You asked me about investments. I don't do investments. I focus 100% on the company and I always try to set my own priorities because I think all those tools really distract you. I always try to look inside and try to understand what's most important for the company. And when you start kind of being managed by...