How Project Management tools kill more companies than any other SaaS out there

“If only we had an option to create sub-tasks and use templates, we’d be x10 more productive. We could build more features. We could win!” — Everyone, all the time.

Sadly, it’s all lies.

In the recent years, there is a huge blossom in the Project Management area: “This tool is great for implementing Kanban!”, or “This tool has a great intuitive UX!” and “Yea, but this tool actually follows the Lean Startup principles” are thrown into the air faster than you deploy code to production these days.

I call bullshit.

I believe that focusing your time around Project Management tools is a premature optimization and probably #1 killer of many startups. Why? In a single word: “Focus”. In two: “Wrong Focus”.

In order to build a great company, here is what you need:

  • Internal Purpose – Which kind of company are you trying to build? VC-backed? Small & Bootstrapped? Why does building this company matters so much to you? What are the core values you believe in? How would these values manifest in the way you hire people? 
  • External Purpose – Why does it matter to the world? Who do you help by building this product? Is it really valuable to them?
  • Communication & Trust – Do people feel comfortable sharing feedback and ideas? Do they understand the motivation behind the decisions made  in different parts of the company? Are you willing to argue and fight for you believe in? Are you willing to eventually let go and help the person in charge to succeed in executing upon her beliefs, even if they’re opposed to yours? Are different individuals in the company allow their peers to learn faster by enabling experimentation (via tools and teaching) rather than guarding against mistakes (via checklists and roles)?
  • Focus –  Are you saying “No!” enough times a day? Are you building momentum for the critical parts in your business? 
  • Alignment – Are you building an organization that aligns all individuals to a greater goal, instead of optimizing locally (team level)?
  • Hiring – Are you making sure that you don’t hire a “ninja” or a “hacker” that could not emotionally connect to the type of company you are trying to build? Are you hiring people who are better than you?

And here are some things you don’t really need:

  • Tasks hierarchy to the 5th level.
  • Gantt-like dependency visualization.
  •  Template-based for repetitive tasks.
  • 100% accurate Velocity tracking.
  • Single-click Gmail calendar integration.
  • A mobile app that also works on your iPhone 3GS and your iPad 1.


Project Management tools may help you to manage your work more smoothly, but the question is not how fast are you able to deliver things but how fast are you able to learn that you’re delivering the wrong things and make the adjustments.

These adjustments will never be driven by using a better tool. It’s about your attitude, your culture, your DNA.

“But hey, I thought that it’s all about Execution!” It’s not. Well, it’s not the “Execution” you’re referring to anyway. This mantra is so popular today because we tend to read articles covering the top companies out there: Facebook, Google, Dropbox, Amazon etc. These companies already have a solid definition of purpose. They figured out how to scale their communication and hiring. These companies thrived because they were able to focus on customers, growth or revenues over time. Most chances, you’re not there yet.

This doesn’t mean Project Management tools are bad or evil. You may want to invest more in them, when your foundations and product are solid. Just don’t let “imperfect” Project Management tools to be an excuse for a failed business.

It’s like blaming a poor relationship with your spouse due to a lack of decent calendar app for your iPhone.


p.s. check out my latest side-project, SoftwareLeadWeekly – A free weekly email, for busy people who care about people, culture and leadership.



Applying email marketing to impress potential hires


 Some quirky team of awesome engineers. Obviously.

Every time we are interviewing a candidate, may it be over the phone or in person, we invest significant time selling our team and company. We pull out our best story as we want them to get excited about joining us. We usually start by selling the company’s mission: “We’re changing the way [some-awesome-mission-statement-goes-here], by using [ridiculously-unique-technology]”. Then comes the PR quotes we got from TechCrunch, who invested in the company and why we’re going to be a 1 Billion Dollar business. Exciting!

But it never ends there.

Our team is even more amazing, so we continue to dazzle our poor candidate with some more information: “Three of our engineers are top contributors to [drop-cutting-edge-framework-name-here]! We have also [name], who helped creating [some-cool-monthly-meetup-group], and…”

The result: we say way too much, sometimes spending 30 minutes sharing information the candidate will never remember, yet we feel as if we missed out selling even more.

It’s not about us

“The interview is about the candidate, not about my team, my company or myself.” — It took me a lot of time to fully act upon this understanding.

I want them to get excited, but I know that many of them don’t have the attention span to process everything. They are nervous and tired, and I totally get it – interviewing is hard. Remember the time you were looking for a job? how many companies have you met? how many times you heard their pitch and completely forgot about it 5 minutes after the interview?

Focus on getting to know your interviewee.

Inspire them in “offline mode”

When I interview candidates today, I invest no more than 2-3 minutes in selling the company & team. In order to be effective, I’ve created a short “pitch” I memorized, so I could use it during phone-screening or in-person interview, without being afraid to forget something crucial.

Then, there is a little email marketing trick I’m using – I’ve got an email template ready, with awesome stories about the company & team:

  • A short paragraph about the company.
  • The best 2-3 articles about the company – can include a blog coverage, fund-raising or anything else that shows your unique strength.
  • A sentence about the hiring process – how many technical interviews, how many HR interviews, how long does it usually take to complete the process.
    • “While we are capable of moving very quickly during the hiring process, it usually includes 3 technical interviews in addition to some more of a “get to know you” and “culture fit” with our [HR/CEO]. If we believe there is a great fit on both sides, the entire process can be done in less than a week.”
  • List of the personal blogs of your teammates. Just make sure they are okay with sharing it.
  • If some of your teammates contribute to Open Source projects or regularly provide answers at StackOverflow and Quora, write it down:
    • “We believe in giving back, so here are a few open source projects we contribute to: [ … ].”
    • If you decide to choose StackOverflow or Quora, simply pick the best 2-3 answers and share those.
  • Hackathon projects are a great way to show your culture, so include a video to those as well, if you have any.
    • For example, in our latest hackathon at Commerce Sciences, we’ve built a Nerf Gun with a web interface, named “Hit The Geek” (Video)
  • If you have someone who is about to give a lecture, add “P.S. We have our own [employee name] giving a talk at [conference name + date]. You should come!”

An effective phone-screening process:

Having your email template ready, you can easily use it to save time while interviewing over the phone:

  • Introduce myself and do a 2-3 minute sell. At this stage, I’ve got my “short sell pitch” ready and memorized.
  • Explain that I’m going to send her some material on us – “Well, I could blabber for hours about us, but I don’t want to take too much of your time. I see that the email I’ve got is [some-email], is that correct? If you don’t mind, I’m going to send you an email right now with some information about the company and the team. It will include some of team’s blogs and contribution to various projects. This way, you can read more about us, and get to know us better, by looking at the things we do, in your own free time.”

That’s it. All the rest of the conversation can focus on the candidate – like it should.

The right balance at the right time

Using this email format has helped me focus on listening instead of talking. I leave it to the candidate to decide how much time to invest in reading the email. I try to make it as interesting as possible, so it would be obvious how strong the company and the team are. Also, you will win some bonus points as your candidates could see your passion and strength.

A good friend of mine shared her point of view to the impact of receiving this email, from the candidate’s standpoint:

I was on the other side of these phone calls for quite a few times, but I remember very little “selling pitches”. There were some, probably, many maybe, but they just flew by me. Maybe because I was a beginner. Having a pretty good interview run back then, and practically having the privilege of choice, I think something like a selling-pitch email would have made a world of difference in my case.

In the tough recruiting arena, it’s worth thinking outside of the box. You’re fighting to get these candidates, have you done everything you can to make them realize you’re something completely different and better?


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1. SoftwareLeadWeekly — a free weekly email, for busy people who care about people, culture and leadership.
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What Dan Ariely can teach us about Software Development


Let me start with sharing an insight from Dan Ariely’s TED talk on “What makes us feel good about our work” (full list of insights from his talk can be found here):

The harder a project is, the prouder we feel about it

The Study: Ariely gave origami novices some paper and instructions to build a (pretty ugly) form. Those who did the origami project, as well as bystanders, were asked in the end how much they’d pay for the product. In a second trial, Ariely hid the instructions from some participants, resulting in a harder process — and an uglier product.

The Results: in the first experiment, the builders paid five times as much as those who just evaluated the product. In the second experiment, the lack of instructions exaggerated this difference: builders valued the ugly-but-difficult products even more highly than the easier, prettier ones, while observers valued them even less.

The Upshot: Our valuation of our own work is directly tied to the effort we’ve put in it. (Plus, we erroneously think that other people will ascribe the same value to our own work as we do).

How does it apply to Software Development?

How many times we spend years, pouring our heart and soul building software (our origami), only to find out that others are not finding it as valuable as we do?

If you read Ariely’s experiment, then you might understand by now that your developers completely fell in-love with their amazing architecture, that your operations team has a full-blown monitoring system that took months to build and that your product team has a yearly plan with at least 3 months of spec a head of time.

Here is the problem – what will happen when you’ll approach your team and ask them to throw away what they did and “pivot” to a new business? Are we too emotionally invested to see that we built a beautiful origami that no one will pay for?

Companies that fail to learn and adjust will eventually run out of money and people. This is why it’s so important to change the way we value our execution team, and set our expectations differently from what we used to.

Strive to build an organization which values learning over building

“Lean startup” created a huge impact that not enough existing companies fully understand and utilize. More specifically, not enough managers and leaders leverage the fact that “Lean methodologies” change the focus from just building things to building the right things, by asking these questions:

  1. Do we solve a real problem?
  2. Do we have customers who find our solution useful?
  3. Can we make enough money to make our solution a sustainable business?

Execution value should be equal to how fast we’re able to learn and adjust

As an execution team (i.e. everyone involved in releasing the product), our job is not only to appreciate well-crafted software, but also to understand if it makes sense to invest so much in every step of the way. We need to enable faster learning by breaking apart our solutions into smaller steps while measuring their need/usage as we release small deliveries to our customers.

Here are a few questions you should ask your execution team more often:

  1. Will we know when and how people hear about our solution?
  2. Will we be able to understand if and how they use our solution?
  3. Can we change things quickly enough to improve our solution (based on learning)?
  4. Can we measure the quality (usage) of our changes?
  5. Can we reduce amount of work and test for need earlier (think MVP)?

Using these questions to set context and priorities can help your execution team to be more passionate about problem they’re trying to solve, and the process they’re using to figure it out, as opposed to being passionate about their current implementation.

When you focus on the problem, it will be easier to change the solution.

Kris Gale (of Yammer) wrote it beautifully: “Embrace simplicity in your product and in your code. The value is in what gets used, not what gets built. “

P.S. did you check my latest side-projects?
1. SoftwareLeadWeekly — A free weekly email, for busy people who care about people, culture and leadership.
2. Leading Snowflakes — A practical guide for building, growing and mentoring teams.

Photo credit – TED


Starting a Weekly Newsletter: Optimizations and Lessons Learned


Three months ago, I’ve started a new side-project called SoftwareLeadWeekly – a weekly email that I curate, packed with great leadership and management articles.

So far, I’ve sent 12 newsletters and collected A LOT of feedback regarding the website (where you can subscribe) and the email content my subscribers receive.

Some changes I made due to the feedback led to 24% higher click-through-rate while avoiding others helped me to see 15% higher conversion rate. Interesting eh?

Don’t try to immediately convince everyone you are trustworthy

When I’ve started with the newsletter, one of the comments I got from friends was “you need to explain your readers why they should trust you before they sign up. They don’t know you as much as we do”.

I was afraid that people wouldn’t believe me or believe that I could provide high quality content without convincing them first, so I’ve added my credibility to the top of the homepage. About a week after I launched it, I got an email from a one of my readers – “[…] got a recommendation about your site from a friend and I wanted to let you know I almost missed it. Your signup button was below the fold on my laptop and there was so much stuff going on. Just my 2c.”

Lesson Learned: I designed the page for the wrong type of visitors, aiming to convince visitors with low intent to subscribe instead of quickly allowing interested visitors to join me. I decided not to listen to my fears and let my content speak for itself. I’ve removed the section about myself, reduced the image size and moved the entire subscription-box to the middle of the page, way above the fold.

The results? 15% higher conversion rate!

Before (left) and after (right):

swl-homepage-before    swl-homepage


Poor layout can kill even the greatest content

It took me some time to learn this lesson. The quality of the content I send is critical, yet, some people still missed it because it was hard to quickly scan through my email.

I started with a poorly designed email template: gray background color, different-size images, small fonts, poor use of spacing. It was painful to read. After talking with some of my readers, I decided to simplify the layout, aiming for quick scanning – I’ve removed the gray background, got rid of the images, increased the font-size, grouped articles by topics and used proper spacing so your eyes could easily jump from one article to another. One more trick I’ve used was adding the source of the article, just like Hacker News and Reddit do, next to each link to earn credibility and provide context.

Changing my content layout increased my click-through-rate by 24%.

Lesson Learned: optimize toward clarity even before optimizing for content. Otherwise, you’re investing in something that no one will see or read. It is just like having a confusing UI with wonderful technology underneath it. No one will care.

Before (left) and after (right):

issue1          issue9

Visualize your work

When I only started, I used my email to manage my weekly list, adding great articles during the week and then organizing it on Friday, before I published my newsletter. Even though it’s a pragmatic system, I found it be boring and unmanageable. Who wants that, right?

Having some experience with Trello, I decided to give it a try, simply because Trello has such a BEAUTIFUL layout that magically makes a list of articles into a collage of thoughts. With Trello, I enjoy looking back at previous issues I’ve sent. It fuels me to keep going, to push harder, to keep it beautiful and engaging.

Lesson Learned: using visualization to manage my work makes me happier. It’s a place I can take inspiration from, looking at previous articles I’ve sent or browse through the photos. It’s like looking at beautiful painting, made of your own work. You can check out the public Software Lead Weekly Trello board.

 Software Lead Weekly Trello Board

If you found this post helpful, I’d be humbled if you’d follow me on twitter (@orenellenbogen).


1/90 @TheJunction: The Blending of Startups

[ “ The Junction is an open house for entrepreneurs. Any active entrepreneur (regardless of his/her idea) is welcome to join, be a part of, and work at The Junction ” ]

Imagine a place where amazing developers, marketers, creative, designers and biz-dev working on their own cool startup. This is The Junction, a great place for startups to do their magic and make their dream come to life. Working here for two months made me realize that we have a huge opportunity laying under our nose – each startup is built by people with very different background but at the end of the day, our path to success looks very much the same

We all need the power of creative thinking, the right-brain of a graphic designer, the analytical mind of a developer, the wisdom of a marketer and the experience of a biz-dev. No matter what you’re working on, you need it. Why not blending our strength by helping each other out to push everyone forward?

1/90 was born – 1 day out of 90 days, which is The Junction cycle (3 months per startup).

What happened here:

1. We created a shared excel file (Google Docs) stating per startup: name, current phase, what we need most, what can we help with.

2. We met at 09:30 and did some quick lottery of the startups. Then, by number, the startup’s members explained what they need *now*, trying to be as *specific* as possible, in 3-5 minutes. People in the “audience” raised hands, if they matched the need, and we paired them together.

3. We split forces and in the next 20 minutes tried to explain each other, with some details, what exactly is needed (what is the desired outcome). At 10:15, people started to work for others, creating logos, thinking of UX/mockups, thinking of strategic marketing options and creating some working web applications. The best moment, from my perspective, was when Dany (creative @DoubleSpread) said – “it’s amazing how you take a JPG I made and transform it to a working web site in less than a day, that’s crazy!” and Effie’s (dev @Mealway) replied “no, what’s crazy is how you can create beautiful JPG in 2-3 hours from ideas I can hardly explain”. Beautiful.

4. We ended the day afternoon, where every person said what s/he did, who s/he helped, who helped her/him and how was the experience in general. The vibe was great and people really felt much more connected to each other. It was not only blending of stratups but also blending of people and friends.

I believe there is huge room for making this “event” even better in terms of productivity but I loved the fact that the team (~25 people) decided together, by themselves, how to do it and gave their heart to it. Everyone liked the idea and asked to do it at least 2-3 times per “wave” of people (so maybe it should be called 2/90 or 3/90 Winking smile).

I feel that I was part of something great, thanks to amazing group of talented, hard working and generous people. Cheers!


What we learned from our alpha so far

Our alpha version of MadLike is at the AppStore for a month now and I had the time to reflect on our learning and where we want to take our product from here. I’m writing it as it comes to my head, so the data here will be pretty raw but very authentic, based on *real* data that we gathered and *real* feedback we got along the way.

  1. Proof of Concept != Minimum Viable Product != Minimum Viable Experience – It’s very easy to mix these 3. When you’re strong in terms of execution, it’s dangerously easy to release something raw and consider it as MVP/MVE. It’s not and it’s okay, as long as you learn the things you want to learn. We sometime released something we thought will be “kinda MVP”, only to discover it’s far from it (people didn’t get it or used it as we thought). If you’re at the phase of understanding need/usage – constantly remind yourself “it’s not MVP but rather a learning step to it”.
  2. If you’re building an app for “best friends”, you better have great coverage from day one – a lot of people loved our idea and saw the need but immediately responded with “we don’t have iPhone” or “out of my best 6 friends, only 2 have iPhone”. That’s a buzz killer and it making it difficult to test user’s “clique” based on it. We’re working on a few ideas to make sure *everyone* could use our app, having iPhone or not, while acting smart about it in terms of development time and go-to-market.
  3. It’s all about the user experience – seriously, UX is not something to “keep to the end”. We’re trying to give it as much thought as we can while designing the product and thinking of the entire flow. What was changed for us? we’re now more willing to delay precious go-to-market time on making sure the experience is great. It’s not that we’re planning to sit for months without going out, it’s simply matter of releasing small things that are well thought of, instead of a mash of technical solutions/features.
  4. Money/People(equity) will not only make things go faster, it will change everything – We were willing to wait with raising money and increasing the team much longer but we came to realize that money and people open possibilities for us to release something *drastically* better to the market. Branding, creative, design – all of them are not cheap and each can entirely change the company we’re building and the experience our users will get at the end of the day.  We now understand much better our weakness and figuring out how funding and potentially joining people with equity will make our vision a sweet reality, instead of a lame “we’ll solve it one day” experience. Relying solely on our technical skills just won’t cut it.

Alright, back to do some #brogramming, have a great weekend y’all


Learning 24-7

What an insane month! We managed to achieve so much and yet it feels as if we need to move X20 faster. Every day has the weight of a month in terms of goals, pressure and the need to learn and adjust. I love it!

In less than a month, we managed to release MadLike (alpha) to AppStore (waited 10 days for Apple to approve it) and gain very helpful user base. We got a lot of feedback from people @TheJunction (where we sit), friends & family. The feedback was great and we integrated a lot of it into our future plans.

(image taken from

Something *big* happened this week which I’m very proud of – we went to the mall at Herzelya (7 stars) and talked with potential users to understand what they’re doing today without MadLike. We looked for young women going out of stores with iPhone and asked them 2 main questions:

(1) “Did you happen to *avoid* buying or doing something *last week* just because your spouse or friends wasn’t there with you? ” (if “yes” – “tell me about more it”)

(2) “Let’s say you’re at the store, trying to buy something but you need your friends opinion, what do you do?”

We were amazed by the amount of people pulling out their iPhone and showing us a “question” they did via SMS or how they depicted the options over the phone. It made both of us smile and it made them super excited to see our application (we did a quick demo).
Put aside their feedback, our skills as story-teller and being accessible is crucial for our success. Every time we’re going out there to sit with people I can feel the change in myself and in my vision. Talking with people makes me more optimistic than ever about the magnitude of solution we’re bringing to the table and keeps me awake at nights, thinking how we can improve the experience for our users.

Where are we standing so far?

We’re working on the basic pain startups must validate first: activation and retention (based on Dave McClure’s startup metrics for pirates). We want to see lower % of people registered and having 0 questions. It should be easy and clear how to create questions and even more important – asking questions that happen on daily basis (shopping is hardly the case). We’re going to roll out a version this week to improve these areas. I cannot stress how happy I am to see things rolling out so quickly and how I enjoy looking at real-time data. I created some “lean” report (always open on my iPhone) to see how things going, everywhere I go. I promised myself to avoid vanity metrics at all cost so the report is holding 2 things:

1. % of people with 0 questions / total users (goal: 5% and below)
2. avg. of questions per user per week (goal: 3/user/week)

I hope that until the end of the month we’ll see these numbers reaching the goals we’re aiming for. It’s imperative for us to nail activation & retention so our entire focus is there and we’re actively collecting feedback and looking at real data. If all goes well, we’ll shift our focus toward distribution (we have some solid features planned) as part of the application usage.

Shit happens, we need to deal with it

This week our graphic designer decide to focus on her own company and told us she’s leaving. This was a real blow for us. She’s a very talented designer and great person but I could feel she’s following her dream, just like we do, so we wished her best of luck in her journey. This week we’ll need to focus on finding someone to replace her and help push things forward. We already did a few calls and I’m confident we’ll find another superstar. We cannot afford not to.

This week is going to be awesome! cannot wait to start it already…


Changing The World by Changing Soft Communication Behavior

“Does your solution offers a painkiller or a vitamin to your users?”
“Hmm… from that perspective, vitamin, I guess, but…”
“You must pivot then!”
“Hmm… what? But…”

Unlike medical/military/financial startups, where the pain, urgency, market size and even business models are usually very obvious and immediate, in the consumer startups side, things tend to be more vague and fuzzy. Who can promise you that a 140-chars status is a worthy venture? That renting my car or my apartment for a few hours or days will reach critical mass? That yet another Q&A site for developers is really needed?

I believe that in today’s world, the interesting questions rise from behavior/usage patterns and market size. It’s not an immediate must-have versus nice-to-have, it’s about “how common”, “by how many” and HOW ARE YOU GOING TO CHANGE IT that can bring a difference to the world.

Take a look at Foursquare. Clearly far away from being a painkiller, they managed to take the usage pattern (you usually visit at least 3-5 places a day) and market size (everyone can do it at work-places/restaurants/pubs etc.) and made a difference. Spicing it up with some virality & stickiness aspects such as “Mayor of [place]”, some crazy badges like “Mr. Bill” and freebies as reward, Foursquare made it easy for people to spot new places. Instead of calling your friends, asking boring questions, you can simply see what’s popular from their interaction with the world.

Don’t be afraid when someone says “it’s not a painkiller”. Instead, quickly get out there and measure real world behavior & size of the problem. Maybe you’re on to something by making it simpler and more engaging.

 Making something simpler for millions of people *is* a painkiller *to the world*.


Why I decided to start my own startup

After 4 years at Sears Israel (previously known as Delver), I felt like I’m ready for my next big challenge. These four years were the best years of my professional and personal life (got married to my amazing wife Shahaf). Professionally-wise, I grew and learned tremendously about myself, ranging from technology, business, team building and setting the “right culture” to be a part of. I was playing with the notion of starting my own startup for almost a year now, trying to imagine how it will be like, who will be part of it, what are we going to change in the world and how we’re going to get there. Reaching this decision wasn’t easy but surprisingly enough, it wasn’t hard as well. Why?


Predictable Worst Case

One of the earliest things I did was talking with my wife about this possible change. What does it mean financially for us? How many months can we live without an income on my side? What does it mean about our time spent together? What about re-location (if needed)? What about the right time to have our first child?

We tried to create a predictable worst case. Is it perfect? Do we have all the answers for all possible scenarios? Hell no! Both Shahaf and I are extremely nervous but also super excited and willing to give it a try. I did the same process with my best friend & co-founder Aviel Lazar (@aviellazar). We are 50-50 in everything and as such, we talked about the big questions: what kind of company are we trying to build? When should we raise money? We hit hard many other questions that made us as shaky as a drug addict (I recommend Lior Gorssman‘s Co-Founders Expectations Alignment).

Talking with my wife and my partner about things that scare us most, doesn’t mean we got it all figured out. We need to work as hard on our relationship just as we’re working on our dreams. It’s matter of setting expectations and having the willingness to work hard, on a daily basis, to make it work. Doing this mental and verbal work made my predictable worst case something I can understand and cope with now.

 Unknown BEST Case

Who can say where this journey will take us from here? Just thinking of the idea that millions of people will use something I was part of makes me smile like a silly teenager at the mall. The up side of this bumpy ride may lead us to amazing places such as:

  1. Meeting interesting people I could never approach or fully understand till now.
  2. Making an impact on the world, having real people enjoying things I envisioned and crafted.
  3. Nice ex$t.

 How can afford myself to let go this opportunity?

Learn More About Myself

We’re 2 people right now, so it’s us against the world baby! There is no backing off, no one to point a finger at, no one to wait for. I love the pressure and the urgency the startup world comes with and I would love to see how I will shape my thoughts and believes around it. Can I bounce back on my feet after a failure? Can I hire the right key players? Can I make the right business/technological/marketing decisions? Can I learn new skills-set quickly? Can I make the people around me better? Can I convey the vision I have?

Both Aviel and I are focused on these questions, trying to support each other and stay honest. There is no better way to learn about your true-self other than putting the pressure and constantly shifting reality. I might not like what I will see, but this is why I picked great partners in life to balance me back.

Building the company I always dreamed of

Since the age of 23, when I joined Delver, I dreamed of building a company. I constantly thought about the attitude, the structure, the people, the process and what we are trying to achieve. Five years from now, if one of my employees will leave our company to open his own startup and thank me for his time at the company, man, I WILL BE SO HAPPY! Building a company that will spawn other companies is something I will be extremely proud of. Thank you Delver for being such a company for me!

The dream of my life is starting now, wish me luck ;)

p.s – join our private invite list, we’re launching soon!


Pizzability at Delver (Pizza + Usability testing)

We just had our 1st Pizzability at Delver. There were 25 of us, from development, QA, HR, Project and even Marketing. We basically ate pizza and saw a few usability videos made by real users at Delver.  The goal was to have fun and allow people to sit back and relax (between each bite) while watching how people are using our product. This, I hope, will help connect even further “the makers of Delver” to our users. Bon appetit!