Tal Zohar

And second, I brought some salespeople with their own network of companies that the founders and the owners trust us.

And then that allowed us probably to bring the two, three first clients.

And since then, we're going quite regularly to conferences, events, and we are partnering with other companies who are servicing customers.

different products, but to the same audience, and we're doing kind of joint venture with them, that works well.

So, you need to, the way I see it, I need to imagine those people standing in front of an executive

And are they able – do they have the caliber?

Do they have the attitude that will allow them to convince an executive who is super busy and managing a lot of people to give a chance to a new product, which is, in the eyes of many companies, is kind of –

visionary because from their perspective, we're foreseeing the future and many people don't believe in it.

You know that in our tech industry, everybody's talking about AI and how cool it is.

But if you go, especially in Europe, to the mid-market companies, it sounds like fiction for them, the fact that we can predict the future.

And therefore, we need to gain their trust beforehand.

And initially, we did some very low-cost POCs.

Now, our POCs are already priced well.

But in the beginning, when we had to gain trust, we said, okay, we'll do it slightly cheaper.

But

On the other hand, once it works, you agree to have a proof of concept, a kind of a case study with us.

So we built one pager about what we did and how it went and how well it grew.

So first, although I don't have much hair, I think I still feel quite young.

And the second thing is that in most of those startups, I was employee number three or four.

So I'm not a poor person, but I'm not a multi-billionaire yet.