Omry Hay

And I think another thing is that you will get a lot of feedback from a lot of people. As an entrepreneur, and I recommend that, you need to talk to a lot of people around you. And you'll talk to customers and you'll talk to your co-workers and colleagues. And you'll get a lot of feedback. You'll get feedback that you need to sometimes filter.

And I think another thing is that you will get a lot of feedback from a lot of people. As an entrepreneur, and I recommend that, you need to talk to a lot of people around you. And you'll talk to customers and you'll talk to your co-workers and colleagues. And you'll get a lot of feedback. You'll get feedback that you need to sometimes filter.

And I think another thing is that you will get a lot of feedback from a lot of people. As an entrepreneur, and I recommend that, you need to talk to a lot of people around you. And you'll talk to customers and you'll talk to your co-workers and colleagues. And you'll get a lot of feedback. You'll get feedback that you need to sometimes filter.

You need to get the essence of the feedback from everybody. What's the right feedback that you need to go and implement? And sometimes feedback that you will get, it's not like the priority for you. And you need to filter that and trust your instincts. Because you know best most of the time, because you are in the trenches, you are with the customers, you are with the product.

You need to get the essence of the feedback from everybody. What's the right feedback that you need to go and implement? And sometimes feedback that you will get, it's not like the priority for you. And you need to filter that and trust your instincts. Because you know best most of the time, because you are in the trenches, you are with the customers, you are with the product.

You need to get the essence of the feedback from everybody. What's the right feedback that you need to go and implement? And sometimes feedback that you will get, it's not like the priority for you. And you need to filter that and trust your instincts. Because you know best most of the time, because you are in the trenches, you are with the customers, you are with the product.

You need to trust your instinct and make sure you get the feedback, but filter it out so it will be a positive feedback that you can do something about it. When you go and raise money, you'll hear a lot of no's. You'll hear a lot of feedback. You'll hear a lot of stuff that it's not exactly what they're looking for.

You need to trust your instinct and make sure you get the feedback, but filter it out so it will be a positive feedback that you can do something about it. When you go and raise money, you'll hear a lot of no's. You'll hear a lot of feedback. You'll hear a lot of stuff that it's not exactly what they're looking for.

You need to trust your instinct and make sure you get the feedback, but filter it out so it will be a positive feedback that you can do something about it. When you go and raise money, you'll hear a lot of no's. You'll hear a lot of feedback. You'll hear a lot of stuff that it's not exactly what they're looking for.

And me and Ohad, whenever a session with an investor, we said, okay, what can we do better? What feedback that we got? And then how can we improve? And sometimes the feedback that we got wasn't exactly relevant to what we are going to build on what we thought. And we filter it out, what's right and what's wrong for us.

And me and Ohad, whenever a session with an investor, we said, okay, what can we do better? What feedback that we got? And then how can we improve? And sometimes the feedback that we got wasn't exactly relevant to what we are going to build on what we thought. And we filter it out, what's right and what's wrong for us.

And me and Ohad, whenever a session with an investor, we said, okay, what can we do better? What feedback that we got? And then how can we improve? And sometimes the feedback that we got wasn't exactly relevant to what we are going to build on what we thought. And we filter it out, what's right and what's wrong for us.

And I think we knew better and we knew best what's the right feedback to get and what's not and how to implement that. And that's just an example. I think you'll get it, as I mentioned, from customer, for the product, from your colleagues, from your co-workers, from your investors, whoever you're talking to. But trust yourself and trust your instincts.

And I think we knew better and we knew best what's the right feedback to get and what's not and how to implement that. And that's just an example. I think you'll get it, as I mentioned, from customer, for the product, from your colleagues, from your co-workers, from your investors, whoever you're talking to. But trust yourself and trust your instincts.

And I think we knew better and we knew best what's the right feedback to get and what's not and how to implement that. And that's just an example. I think you'll get it, as I mentioned, from customer, for the product, from your colleagues, from your co-workers, from your investors, whoever you're talking to. But trust yourself and trust your instincts.

Thank you for having me.

Thank you for having me.

Thank you for having me.