Omry Hay

It's the road along the way that influenced me. As an Israeli, you join the army and you have a lot of commanders and a lot of people along the way that you encounter. And then on a regular basis, the friends you have, the family that you have as well. Also, in your professional life, you have a lot of people that you meet and work with. And I think

It's the road along the way that influenced me. As an Israeli, you join the army and you have a lot of commanders and a lot of people along the way that you encounter. And then on a regular basis, the friends you have, the family that you have as well. Also, in your professional life, you have a lot of people that you meet and work with. And I think

I can't name one because I think I took from everybody along the way. And sometimes it's not like they influenced me on how to do stuff. A lot of them did. But I think a lot of the time is I see how they do stuff and say, OK, I'm taking this part, but I'm not taking this part because I don't believe in that.

I can't name one because I think I took from everybody along the way. And sometimes it's not like they influenced me on how to do stuff. A lot of them did. But I think a lot of the time is I see how they do stuff and say, OK, I'm taking this part, but I'm not taking this part because I don't believe in that.

I can't name one because I think I took from everybody along the way. And sometimes it's not like they influenced me on how to do stuff. A lot of them did. But I think a lot of the time is I see how they do stuff and say, OK, I'm taking this part, but I'm not taking this part because I don't believe in that.

And I think along the way, I saw a lot of people and I said, OK, this is something I have to do. This is something that makes total sense. And I want to do that thing. But then again, you have a lot of people when you say, OK, that's what I don't want to do. I don't want to be in that situation. Each one, you take little pieces of things.

And I think along the way, I saw a lot of people and I said, OK, this is something I have to do. This is something that makes total sense. And I want to do that thing. But then again, you have a lot of people when you say, OK, that's what I don't want to do. I don't want to be in that situation. Each one, you take little pieces of things.

And I think along the way, I saw a lot of people and I said, OK, this is something I have to do. This is something that makes total sense. And I want to do that thing. But then again, you have a lot of people when you say, OK, that's what I don't want to do. I don't want to be in that situation. Each one, you take little pieces of things.

I can say I remember seeing one of the CEO of the company that I used to work with. He was like really charismatic and really uplifting. And I said, yeah, I want to be like him in that term. I want to be uplifting. I want to be with a smile. I want to make people happy with their job and their workspace. So I think from every little one, I took a little bit.

I can say I remember seeing one of the CEO of the company that I used to work with. He was like really charismatic and really uplifting. And I said, yeah, I want to be like him in that term. I want to be uplifting. I want to be with a smile. I want to make people happy with their job and their workspace. So I think from every little one, I took a little bit.

I can say I remember seeing one of the CEO of the company that I used to work with. He was like really charismatic and really uplifting. And I said, yeah, I want to be like him in that term. I want to be uplifting. I want to be with a smile. I want to make people happy with their job and their workspace. So I think from every little one, I took a little bit.

But again, not only the good part, also the not as good part and saying, hey, I don't want to be like that.

But again, not only the good part, also the not as good part and saying, hey, I don't want to be like that.

But again, not only the good part, also the not as good part and saying, hey, I don't want to be like that.

You need to understand this is a long run. This is a marathon. It's not a sprint and you need to be prepared for that. Sometimes you need to put full throttle on the gas and make everything as fast as possible. But it's a long play. You need to understand that. And there's a lot of highs and a lot of lows.

You need to understand this is a long run. This is a marathon. It's not a sprint and you need to be prepared for that. Sometimes you need to put full throttle on the gas and make everything as fast as possible. But it's a long play. You need to understand that. And there's a lot of highs and a lot of lows.

You need to understand this is a long run. This is a marathon. It's not a sprint and you need to be prepared for that. Sometimes you need to put full throttle on the gas and make everything as fast as possible. But it's a long play. You need to understand that. And there's a lot of highs and a lot of lows.

And, you know, as a founder, you're in between the investors and in between the workers and the people around you and the management and the customers. And you're in the center of all of this. And again, it's a long run and there's a lot of highs. There's a lot of lows. And you need to make sure you're emotionally equipped and ready for that.

And, you know, as a founder, you're in between the investors and in between the workers and the people around you and the management and the customers. And you're in the center of all of this. And again, it's a long run and there's a lot of highs. There's a lot of lows. And you need to make sure you're emotionally equipped and ready for that.

And, you know, as a founder, you're in between the investors and in between the workers and the people around you and the management and the customers. And you're in the center of all of this. And again, it's a long run and there's a lot of highs. There's a lot of lows. And you need to make sure you're emotionally equipped and ready for that.