Guy Guzner

to have some experiments with the product, create some prototype, create some specific features, run them by customers, collect the feedback, have those short loops of deployment and then see what works and take it from there.

to have some experiments with the product, create some prototype, create some specific features, run them by customers, collect the feedback, have those short loops of deployment and then see what works and take it from there.

First, I was fortunate enough to start Savvy with a team of three other co-founders that in the end, they are the ones that are doing all the heavy lifting. And these are people that I worked with together, some of them going back. three companies together more than 20 years.

First, I was fortunate enough to start Savvy with a team of three other co-founders that in the end, they are the ones that are doing all the heavy lifting. And these are people that I worked with together, some of them going back. three companies together more than 20 years.

First, I was fortunate enough to start Savvy with a team of three other co-founders that in the end, they are the ones that are doing all the heavy lifting. And these are people that I worked with together, some of them going back. three companies together more than 20 years.

So it's a lot about knowing who is in the team and their personalities, their strength, their weaknesses, and also a lot of the other people who joined after the company are people who worked in previous companies. So in that sense, we did an experiment. We knew who we were getting.

So it's a lot about knowing who is in the team and their personalities, their strength, their weaknesses, and also a lot of the other people who joined after the company are people who worked in previous companies. So in that sense, we did an experiment. We knew who we were getting.

So it's a lot about knowing who is in the team and their personalities, their strength, their weaknesses, and also a lot of the other people who joined after the company are people who worked in previous companies. So in that sense, we did an experiment. We knew who we were getting.

But I think that one thing that we learned is when we're building a team is never to be blinded by talent and never compromise fit to the team and personality. No matter how much talent an employee is, if they're toxic to the team and the organization, it's just not worth it.

But I think that one thing that we learned is when we're building a team is never to be blinded by talent and never compromise fit to the team and personality. No matter how much talent an employee is, if they're toxic to the team and the organization, it's just not worth it.

But I think that one thing that we learned is when we're building a team is never to be blinded by talent and never compromise fit to the team and personality. No matter how much talent an employee is, if they're toxic to the team and the organization, it's just not worth it.

And you can get people that maybe don't have enough experience and you can teach them things if they have the right attitude. And that's what's important.

And you can get people that maybe don't have enough experience and you can teach them things if they have the right attitude. And that's what's important.

And you can get people that maybe don't have enough experience and you can teach them things if they have the right attitude. And that's what's important.

Scalability was one of our goals. Major pain points in the previous company, I mentioned that we were doing browser isolation and we were running a browser instance, a Chrome instance in the cloud, and that wasn't very scalable. One of the biggest problems that we had in that company was the unit economy.

Scalability was one of our goals. Major pain points in the previous company, I mentioned that we were doing browser isolation and we were running a browser instance, a Chrome instance in the cloud, and that wasn't very scalable. One of the biggest problems that we had in that company was the unit economy.

Scalability was one of our goals. Major pain points in the previous company, I mentioned that we were doing browser isolation and we were running a browser instance, a Chrome instance in the cloud, and that wasn't very scalable. One of the biggest problems that we had in that company was the unit economy.

when we started this company we really wanted to be scalable right from the beginning because we understand that some decisions that you make early on are very hard to change later so one of the things for example that we did is we created a distributed model where we have our cloud service and we also have but also a component that runs as a browser extension built this in

when we started this company we really wanted to be scalable right from the beginning because we understand that some decisions that you make early on are very hard to change later so one of the things for example that we did is we created a distributed model where we have our cloud service and we also have but also a component that runs as a browser extension built this in

when we started this company we really wanted to be scalable right from the beginning because we understand that some decisions that you make early on are very hard to change later so one of the things for example that we did is we created a distributed model where we have our cloud service and we also have but also a component that runs as a browser extension built this in