Guy Guzner

more people train them to tell the story train them to demo the product train them to go and scale the company and i think that the future now when i think about the rest of the year next year is how we scale the company to tens or even hundreds of customers because we think there's a really unique offering here that brings a lot of value and now it's let's get this to everyone

more people train them to tell the story train them to demo the product train them to go and scale the company and i think that the future now when i think about the rest of the year next year is how we scale the company to tens or even hundreds of customers because we think there's a really unique offering here that brings a lot of value and now it's let's get this to everyone

I think that the people who influenced me the most were my managers in different places. If it was the VP engineering who gave me the in the startup 20 years ago that gave me my first job. position over there. And he was a great technologist and I learned a lot from him. And then later, when I worked at Checkpoint, I spent there 13 years starting as a developer.

I think that the people who influenced me the most were my managers in different places. If it was the VP engineering who gave me the in the startup 20 years ago that gave me my first job. position over there. And he was a great technologist and I learned a lot from him. And then later, when I worked at Checkpoint, I spent there 13 years starting as a developer.

I think that the people who influenced me the most were my managers in different places. If it was the VP engineering who gave me the in the startup 20 years ago that gave me my first job. position over there. And he was a great technologist and I learned a lot from him. And then later, when I worked at Checkpoint, I spent there 13 years starting as a developer.

And this is where I had been fortunate to have great managers that were very hands-on, very technical, but also able to manage large-scale development efforts.

And this is where I had been fortunate to have great managers that were very hands-on, very technical, but also able to manage large-scale development efforts.

And this is where I had been fortunate to have great managers that were very hands-on, very technical, but also able to manage large-scale development efforts.

of hundreds and thousands and the ability to both have the focus for details but also not losing sight from the big picture so i think the 13 years they're working under the red door was the vp products gonda was my direct manager you know i i learned so much from them

of hundreds and thousands and the ability to both have the focus for details but also not losing sight from the big picture so i think the 13 years they're working under the red door was the vp products gonda was my direct manager you know i i learned so much from them

of hundreds and thousands and the ability to both have the focus for details but also not losing sight from the big picture so i think the 13 years they're working under the red door was the vp products gonda was my direct manager you know i i learned so much from them

When you look back in retrospect, you can always say you could have done things better. I think that one of the things is taking more time with go-to-market and really thinking through enterprise-grade deployment. Like I told you the story, we went to customers and we had to come back to the drawing board. So spending more time there.

When you look back in retrospect, you can always say you could have done things better. I think that one of the things is taking more time with go-to-market and really thinking through enterprise-grade deployment. Like I told you the story, we went to customers and we had to come back to the drawing board. So spending more time there.

When you look back in retrospect, you can always say you could have done things better. I think that one of the things is taking more time with go-to-market and really thinking through enterprise-grade deployment. Like I told you the story, we went to customers and we had to come back to the drawing board. So spending more time there.

And I think the other thing, and that's a constant battle every day, is being more focused. And that's really hard because you start something, and you have some idea, and then you test it with the market, and you talk with people, and you hear different ideas in different directions. And it can go in many directions.

And I think the other thing, and that's a constant battle every day, is being more focused. And that's really hard because you start something, and you have some idea, and then you test it with the market, and you talk with people, and you hear different ideas in different directions. And it can go in many directions.

And I think the other thing, and that's a constant battle every day, is being more focused. And that's really hard because you start something, and you have some idea, and then you test it with the market, and you talk with people, and you hear different ideas in different directions. And it can go in many directions.

And I think that in the beginning, we tried to win every customer's and started developing in parallel a lot of different features. And what we realized in the end is that we need to choose just a few things and do them really well.

And I think that in the beginning, we tried to win every customer's and started developing in parallel a lot of different features. And what we realized in the end is that we need to choose just a few things and do them really well.

And I think that in the beginning, we tried to win every customer's and started developing in parallel a lot of different features. And what we realized in the end is that we need to choose just a few things and do them really well.