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I’m a 3x CRO turned Go-to-Market advisor and executive coach, helping SaaS companies…
מאמרים מאת Gilad
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The #1 most important leadership quality
The #1 most important leadership quality
A friend of mine was recently promoted to a leadership position for the first time in her career. Alongside the…
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3 Characteristics of True Owners
3 Characteristics of True Owners
Last week I participated in a leadership meeting on the core values of our company. The value of 'ownership' was…
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Gilad Komorov שיתף את זהמה הקשר בין הקריירה שלי בהייטק לבין יו הפנר ופלייבוי? 😄 על זה, ועל עוד כמה מכשולים שעלולים לעל��ת לסטארטאפים שנה של עבודה ולעיתים גם מ��ליוני דולרים, דיברתי עם Ben Mizrachi ב־GTM Podcast. שוחחנו על איך יודעים מתי באמת הגיע הזמן לעשות סקייל ל GTM, למה רוב החברות עושות את זה מוקדם מדי או מאוחר מידי, איך מגייסים VP Sales בארה״ב ועוד הרבה שיעורים שלמדתי לאורך הדרך – גם כ־CRO שבנה ארגוני Revenue ובעיקר מהעבודה עם יותר מ־20 סטארטאפים שליוויתי בשנתיים האחרונות. מדהים לראות כמה הדפוסים והטעויות חוזרים על עצמם, כמעט בלי קשר לחברה או לשלב שבו היא נמצאת. מקווה שתמצאו בפרק כמה תובנות פרקטיות שתוכלו ליישם כבר מחר בבוקר. האזנה נעימה.Gilad Komorov שיתף את זהגייסתם סיד. הצלחתם לגרד בשיניים 3 עסקאות ראשונות בתור פאונדרים. ואז המשקיעים מתחילים ללחוץ: לגייס צוות מכירות. VP Sales אמריקאי. לעשות סקייל. אז זהו ש... השבוע בפרק של Go-To-Market Podcast ישבתי עם Gilad Komorov, אדם שבנה אופרציות מ-0 בתור 3X CRO ושמלווה היום עשרות סטארטאפים. וזאת בדיוק הטעות הכי מדממת שהוא רואה בשטח. פאונדרים נכנעים ללחץ להראות צמיחה ורצים לגייס VP Sales אמריקאי נוצץ עם רזומה של 100 מיליון דולר לפני שיש להם יסודות שאפשר להישען עליהם (ועזבו שגם לרוב מגייסים את האדם הלא נכון). ואז מה קורה? משכפלים תהליך שבור ושורפים המון זמן וכסף. בפרק החדש גלעד מפרק לחתיכות את כל המוקשים הכי נפוצים שהוא רואה ביציאה לשוק של סטרטאפים, ונותן את ה-blueprint הבסיסי לפני שאתם יוצאים לסקייל או מגייסים את סמנכ"ל המכירות הראשון שלכם. נגענו גם ב: - למה תלות בערוץ Pipeline אחד היא מתכון ודאי להתרסקות של החברה? - איך מפסיקים להשאיר כסף על השולחן בניהול עסקאות? - מה לעשות כדי לנהל נכון אנשי Procurement? - ואיך מנתקים את האגו מעוד Deal שנפל? לינק בתגובות
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Gilad Komorov פרסם/פרסמה את זה מחדשGilad Komorov פרסם/פרסמה את זה מחדשA #startup can have a great product and strong demand, yet burn months of runway by building the wrong sales motion, including hiring too early, tracking the wrong metrics, or scaling a process that was never truly repeatable. Gilad Komorov is one of the people I trust most when it comes to building a strong and scalable #GTM engine. Having led GTM at several leading Israeli startups he brings rare hands-on experience. For years Gilad served as a mentor in Horizon Capital’s EVOLVER methodology, working closely with our portfolio companies such as Verbit, Vee, Bites, and many others. Now for the first time he is opening his GTM workshop to CEOs from across the ecosystem. A rare opportunity that I highly recommend. https://www.gtmsquared.io/
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Gilad Komorov שיתף את זהTwo weeks before Wimbledon, Serena Williams' coach lied to her. And it may have helped her win the tournament. Serena had lost confidence at the net. She was hesitating. Playing cautiously. And the hesitation was costing her points. Her coach, Patrick Mouratoglou, told her the data showed she was winning 80% of the points when she came to the net. There was just one problem. It wasn't true. But Serena believed him. So she started attacking the net again. More often. More aggressively. Without the hesitation. Her behavior changed. Then her performance changed. And eventually, as Mouratoglou put it, "the lie became the reality." I've been thinking about this story ever since I read it in Nir Eyal's recent book - Beyond Belief. Can we actually trick our minds into better performance? I think we can. In fact, I've been doing a version of this to myself for years. Before an important meeting or event, I'll sometimes talk to myself as if it has already happened. Not: "I hope the meeting with Walmart's CFO goes well." Instead: "Wasn't it amazing how well that meeting with Walmart's CFO went? We had an immediate connection. He completely understood the value. And by the end of the meeting, he agreed to start a pilot with us." Past tense. As if it already happened. And here's the key: For a moment, I genuinely try to believe it did. It sounds a little crazy. I know. But something changes. I walk into the meeting differently. I'm less anxious. I don't feel like I'm trying to convince someone. I listen better. I ask better questions. I show up with the confidence of someone who already knows the meeting is going to go well. The belief changes the behavior. And the behavior changes the probability of the outcome. Maybe my brain knows I'm tricking it. Maybe it doesn't. Honestly, I don't care. Serena's coach gave her a false statistic until her performance made it true. I've learned to tell myself the story of a future success as if it's already a memory. Sometimes, the fastest way to change how you perform in the moment is to convince yourself you've already succeeded. Call it a mind hack. Call it lying to yourself. I call it belief. And I think we dramatically underestimate its impact on performance. Have you ever used a mental trick like this to get yourself to perform at your best?
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Gilad Komorov שיתף את זהOne of the biggest gaps I see across the dozens of startups I've advised over the last two years? Almost none of them have a revenue dashboard that actually helps them make decisions. They track plenty of numbers. But they're scattered across tools, mostly lagging, and never tied to the moment a decision needs to be made. The questions that matter most - is the motion working, is it time to scale, where's the bottleneck, which channel deserves more budget, when to hire the next rep, get answered on gut feel. And gut feel, at the wrong moment, is expensive. The fix isn't more data. It's the right data, structured to see around the corner. A great revenue dashboard does one thing well: it shows you both leading and lagging indicators at every stage of the customer lifecycle. Lagging tells you what already happened. Leading tells you what's coming while you can still change it. You need both, side by side, for each stage. Here are some examples: – Demand generation: Leading: new MQL's, new SQL's, MQL/SQL conversion arate, cost and quality by channel. Lagging: CAC, total pipeline sourced. – Sales and pipeline: Leading: new pipeline created, stage-to-stage conversion, sales cycle length. Lagging: win rate, new ARR, quota attainment. – Retention and expansion: Leading: product adoption and usage trends, account health, expansion pipeline. Lagging: net revenue retention, gross churn, expansion ARR. – Efficiency: Leading: magic number and CAC payback trends. Lagging: LTV:CAC, gross margin, burn multiple. (The exact metrics and targets shift by segment, motion, and stage, so calibrate them to your own.) When it all lives in one place, the dashboard stops being a report and becomes a decision tool. You can see a stage breaking before it ever shows up in revenue, and act while you still have time. The best founders I work with have sharp instincts. But even the sharpest instincts need to be challenged, and backed by data. It's one of the many things we build together in the GTM Squared Sales & Revenue Architecture program for founders. I've dropped a link in the comments with more info. Because the goal is never more data. It's better decisions, made earlier.
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Gilad Komorov שיתף את זהSales & revenue leaders, wake up! Every lost POC costs you about $60,000. That's the conservative math on a $100K ACV deal, once you count the marketing spend, the SE time and the AE's opportunity cost sunk into it. Last week I co-led a webinar with RevGenius, Noam Harel from Demostack, and John Care on running winning POCs. Turnout was beyond anything we expected with hundreds of participants, which tells you how widespread this problem is. As a 3x CRO and GTM advisor to 20+ startups over the last two years, I see the same pattern everywhere. Teams bleed pipeline at the POC stage and most don't realize it until the deal is gone. We broke down the six reasons POCs fail and what to do about each one. 1. Lack of executive sponsorship This happens before the POC even starts. If the only people in the room are users and your champion, you're running a science project not an evaluation. Fix: no POC kicks off without a named economic buyer and executive sponsor. They sign the checks so they need to be involved from day one. 2. Lack of alignment No agreed objectives, success criteria, stakeholders, or timeline, and the silent killer inside it: scope creep. Fix: define the scope and treat it as sacred. Never ending POC's usually end in indecision. 3. Generic environments that don't reflect the buyer's reality Generic demo data, generic flows, an environment that doesn't mirror the customer's actual use case. Fix: build the environment around their world, not a stock demo. If they can't see themselves in it, they won't buy it. 4. Lack of proper POC management No structured flow. The evaluation becomes a feature checklist instead of a story about solving their problem. Fix: run it like a project, with an owner and a narrative that builds toward a decision. A checklist proves features. A value based narrative proves value. 5. Low to no ongoing visibility This isn't just about checking in. It's ongoing visibility into usage and behavior, so you can spot low engagement early enough to fix it. Fix: Create a shared slack room for ongoing updates. Build a standing check-in cadence and track usage throughout. Visibility isn't a courtesy call. It's your only early-warning system. 6. Soft post-POC advancement You win technically, and then nothing happens. No alignment on the outcome, no plan to help your champion sell internally. This is where most teams quietly let go of the rope. Fix: decide before you even start what happens after a win and hold your prospect accountable. Winning the technical evaluation and losing the deal is still losing. Next time a POC lands on your calendar, run it against these six before you spin up a single environment. it's one of many topics we cover in the Sales & Revenue Architecture cohort I built for founders. Founders leave with a fully defined POC process, a kickoff deck, and a wrap-up deck built around their product, their ICP, and their GTM motion. Link in the comments if you want to see what's inside.
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Gilad Komorov שיתף את זהLooking forward to participating in this discussion with Noam Harel from Demostack and John Care on how to lead winning POC’s!Gilad Komorov שיתף את זהYour team can run a clean demo, win the champion, and still lose the deal at the Proof of Concept. It happens constantly, and it costs more than any other stage in the enterprise funnel. On June 30th, RevGenius and Demostack are digging into why. Noam Harel, Head of Growth at Demostack, John Care, who wrote Mastering Technical Sales, and Gilad Komorov, a 3X CRO who advises enterprise SaaS companies, are walking through what makes enterprise POCs fall apart and how the teams with the highest win rates handle them differently. It runs 40 minutes. You'll come away with the five things that sink a POC, a framework for aligning before one even starts, and something you can act on this week. Everyone who joins also gets a prompt for building a POC kickoff and readout deck. June 30th, 1 PM EST. Link to register in the comments.
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Gilad Komorov פרסם/פרסמה את זהFounders - whether you like it or not, you are effectively the CRO of your company. Over the last two years, I've worked with more than 20 startups as a go-to-market advisor. Different industries. Different products. Different founders. And despite all those differences, I keep seeing the same mistakes. Here are three common mistakes I see founders make over and over again. 1. You sell the way you want to sell, not the way your customers want to buy. One of the most common mistakes founders make is designing a GTM motion around their own preferences instead of their customers' buying behavior. Should you sell through field sales, inside sales, partners, or a combination of all three? The answer depends entirely on your ICP. The best GTM organizations align their sales process and motion to the customer's buying journey. The worst ones force customers into a process that was never designed for them. When the motion doesn't match the market, growth becomes much harder than it needs to be. 2. You leave money on the table before the negotiation even starts. A customer asks for a discount and you give one. Procurement pushes and you give more. Before long, you've reduced the deal size, limited future expansion, and trained the customer to expect concessions. The strongest commercial leaders don't just negotiate price. They negotiate structure. Multi-year commitments. Tiered pricing. Volume incentives. Expansion triggers. Commercial terms that create value for both sides. Winning the deal matters. But how you win it often determines how much revenue you'll generate from that customer over the next three years. 3. You hire the wrong VP Sales. You hire a grower when you need a builder. Many founders hire a VP Sales based on logos and titles instead of stage fit. The leader who scaled a 100-person sales organization isn't necessarily the right person to build your first repeatable sales motion. Early-stage companies need builders who can create process, establish discipline, and find what works. Later-stage companies need operators who can scale what already works. The question isn't whether someone is a great VP Sales. It's whether they're the right VP Sales for the stage you're in today. None of these mistakes come from a lack of ambition. They come from something much simpler: Most founders are expected to build and lead a revenue organization without ever being taught how. That's why I built GTM Squared - a founder-only workshop designed to help early-stage founders build, manage, and scale a predictable revenue engine. Two intensive half-days. A maximum of 10 founders. Practical frameworks, operating models, and templates you can put to work on Monday morning. Just launched in Israel and plan to expand to the US soon. If you're curious to learn more, check out the link in the comments.
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Gilad Komorov שיתף את זהEarlier this week I facilitated a roundtable at the Rev.Hub executives meetup on a question many revenue leaders are thinking about: Will humans ever be replaced in enterprise sales? The room was full of CROs and revenue leaders. The conversation got real very quickly. The consensus was clear on one thing - many of the repeatable, process-oriented tasks in enterprise sales can and should be delegated to AI agents. - Lead research - Outbound sequencing - RFP completion - Even execution of technical demos One participant shared that they recently watched a highly sophisticated AI sales engineering agent operate alongside an AE in a remarkably high-fidelity manner. That's not a future scenario. That's happening now. But here's where it got interesting. The group strongly agreed that the most critical elements of enterprise selling still require human involvement, particularly the areas that depend on trust, accountability, empathy, and nuanced communication. - High-stakes negotiations - Executive alignment - Confidence building - Navigating complex organizational dynamics These are the moments where experienced AEs continue to provide significant value. Another theme that emerged was the distinction between transactional and strategic sales motions. Highly transactional sales of commoditized products could increasingly be handled end-to-end by AI agents with minimal human intervention. Strategic, high-touch enterprise deals? Not yet. Probably not for a while. The discussion also went somewhere more forward-looking. As AI progresses toward advanced AGI capabilities, buyer organizations will eventually deploy autonomous agents to manage procurement and evaluation. In that world, AI agents may ultimately sell directly to buyer agents. That still feels futuristic. But the group acknowledged it may arrive sooner than many expect. My take after 23+ years in enterprise sales and revenue leadership: The question isn't whether AI will replace humans in sales. It's which parts of the sales motion are truly human, and which ones were always just process waiting to be automated. The best revenue leaders I know are already asking that question and building their teams around the answer.
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Gilad Komorov פרסם/פרסמה את זהMost sales teams that use Gong are ignoring the feature that actually makes reps better. The scorecard. Teams record calls. Managers review a few. Feedback stays top-down. And nothing really changes. Having worked with dozens of Gong customers and having used Gong myself as a CRO, I've seen the same pattern over and over. The teams that improve fastest don't just review calls. They build a peer coaching system. Here's what we did at every company where I was a CRO and what I still recommend to every team I advise today. We called it "Sharpen the Saw" sessions. Every week: - 2 AEs are paired up - Each scores the other’s call using the scorecard - They share feedback in a team setting, inviting others to contribute - And assign a score to make the feedback more structured and objective The whole team participates. One note if you use Gong: **While it's tempting to do so, don't turn on the AI auto-assessment in the scorecard settings Yes - it's impressive. Yes - it's accurate. But if AI does the thinking, your reps won't. The entire point is to force reps to actively listen, evaluate, and articulate. That's where the learning actually happens. The result: – Assessors get sharper, evaluating others forces clarity – Reps get real feedback, often more impactful than manager coaching – The team learns together, not in silos 1:1 coaching is important but it doesn't scale. Peer accountability does. It does require discipline: – A strong scorecard – A consistent cadence – A culture where honest feedback is encouraged, not feared **If you use Gong** - I highly encourage you to configure your scorecards and start putting them to work. The feature is there. Most teams just never turn it on. **If you don't use Gong** - you can create your own scorecard and apply it to recordings from whichever system you use. Any frontier AI model can help you build one in minutes. Either way, the session structure is the same. When done right, this became one of the highest-impact enablement activities we ran - and it costs nothing but time. If you want the session format I've used + a sample Demo Call scorecard: 1. like this post 2. comment "scorecard" 3. Connect with me if we're not already connected (so I can dm you) 4. I'll send it over. Happy selling!
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Congrats champs! Excited to be working with you as you disrupt this space.
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Gilad Komorov אהבתי את זהAnother big milestone! We are excited to partner with Salica Investments as we continue to scale our Relocation Services business. This new debt facility will enable us to deliver relocation services, funding and payment solutions to more companies and at greater scale. We are already supporting relocations in more than 100 countries and work with over 100 relocation supply partners. This financing follows another record year of revenue growth and Benivo reaching positive EBITDA. None of this would be possible without our customers. Thank you to every company and mobility leader who has trusted us, challenged us and partnered with us to build a better future for mobility: more strategic, less administrative, and increasingly powered by data and AI. Full credit goes to the Benivo team who keep making the impossible possible, often before breakfast. ❤️ A big thank you to Ross Goodwin, Sophie Watson, David Hayers, Braden Snyder, Mary Hampton McNeal, Eli Talmor, Bruce Clarke, Alexey GavrilenyaGilad Komorov אהבתי את זהPress Release: Benivo secures $7m in growth financing led by Salica Investments to scale relocation funding and payment capabilities. Financing follows a record revenue year, building on nearly tenfold growth, consistent profitability and industry-leading customer satisfaction. https://hubs.la/Q04rjBR_0
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Gilad Komorov אהבתי את זהWe’re ready for Black Hat ✈️ If you’re heading to Vegas, want to protect your brand’s most important channels, and like drinking coffee, then let’s meet, the first cup’s on Spikerz Security ☕ DM me or comment below and we’ll get something in the calendar.
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Gilad Komorov אהבתי את זהToday we're announcing that we've reached $6.5M in capital following our seed round, led by AnD Ventures with participation from Axel Springer, Welltech Ventures, APEX Capital, 97212 Ventures and JCP. We're building the AI-native intelligence platform for team sports. The people who run recruitment and analysis at this level are not short on data, they are short on hours. Windows close fast, the decisions are enormous, and the information is never complete. So we work with excellent people, and our job is to accelerate them and maximize the capacity of their day. Sports Business Journal is something I read every single day, so opening it up and finding Marquee inside is a moment I am extremely proud of. The rest comes down to what any good team does, which is leave everything on the pitch every day, with intensity, with creativity and with real love for the game. We're lucky to have the people, customers, partners and investors around us who make that possible. This is where we start. There is a lot more to show and a lot more to deliver.Gilad Komorov אהבתי את זהMost of the last few months went into building alongside the people who use Marquee every day. What we have learned watching them work: recruitment departments do not open Marquee to run a search. They stay in it. They find targets, read the full report, build a shortlist, shape a shadow squad, compare the preferred targets per position, and then decide which player is worth ninety minutes in the stand. That is the part we care about. Not the number of data points on a slide, but a department that ends the week further ahead than it started, with the judgement calls still theirs. The feedback we keep getting back, from sporting directors and from the technical people who take the platform apart before they trust it, is that the depth holds up. We have raised our seed round, bringing total funding to $6.5 million, so we can keep building and do it a lot faster. A massive thank you to the investors who believe in us: Axel Springer Welltech Ventures APEX AnD Ventures 97212 Ventures Jefferson Capital Partners The full story, first in Sports Business Journal by Rob Schaefer: https://lnkd.in/d4A2TWJ7
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Gilad Komorov אהבתי את זהGilad Komorov אהבתי את זה"Make it short, sharp, witty, technical, no fluff and aimed at developers" That was probably my most used prompt while building the DeveRel function and the Engineering Brand at monday.com. Like many others, I was part of monday's recent layoffs. It came as a complete surprise, as I was in the midst of launching several new initiatives, with plenty more in the pipeline, so it took a while to process how quickly everything could go from full speed to a hard stop. My journey at monday started with one meeting, then another, then an interview process that eventually became a role that didn't exist before. I remember thinking: if this company is agile enough to identify a gap and create a role around it, there's going to be a lot of room to build. And build we did. Over the past year and a half I had the opportunity to build an engineering brand from the ground up. A system which included blogs, meetups, conference strategy, speaker enablement, social channels, AI engineering initiatives, partnerships with developer communities, and helping our devs share what they were building with the rest of the industry. I had KPIs that included a lot of numbers, but turns out the metric that mattered most wasn't any number. The heartwarming messages I received from the devs over the past week made me realize the real impact was on the people and their trust. Knowing they felt I had a personal impact on them and helped them share their stories with the world, is the most important metric in my opinion. So I'm leaving behind a brand I'm incredibly proud of, dear colleagues that I genuinely already miss, and a chapter that has come to an end. This is also the third company where I've helped create a role that didn't previously exist, and the second where I operated as a one-person DevRel and engineering brand team embedded inside R&D, equal parts strategist and executor. Turns out I really love hanging around developers (I've been told I should probably get that checked out), creating, building and high impact roles. The experience and skills I've gained over the years can be translated into many things, so if you or someone you know could benefit from someone like me in their/your org, im open to hearing about interesting opportunities 🙏 *Thanks GPT for the flattering image from the "create an image of me at work from everything you know about me" prompt 🤓
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Gilad Komorov אהבתי את זהGilad Komorov אהבתי את זהI’m 41 today. I wake up every morning ready to take on the world. I work with people I genuinely enjoy. I get to do what I love. And I come home to this beautiful chaos. Aging so far: 10/10. Would recommend. Bring on 42. :) Roni Postan-Koren
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Gilad Komorov אהבתי את זהGilad Komorov אהבתי את זהTwo weeks ago Spark 4.2 was released, and Ran Reichman wrote on our blog about Arrow-based Python UDFs becoming the default. Why does this matter? Every Python UDF means moving data from the JVM to a Python process and back. Until now, the default was pickle: rows serialized one at a time, an object at a time. For many PySpark jobs, this overhead cost more than the actual computation. Apache Arrow is a standard columnar in-memory format that engines can share directly, without translation, and it removes most of that cost. Spark added Arrow UDFs as an opt-in in 3.5, but most users never flipped the flag. As of 4.2, it's the other way around: Arrow is the default, pickle is the fallback. The broader trend is interesting, though not surprising if you've been paying attention. Spark, pandas, Polars, DuckDB, DataFusion: the ecosystem keeps converging on Apache Arrow. At Flarion we happily contribute to Apache Arrow and our engine is Arrow-native end to end. Spark moving deeper into Arrow makes the integration even cleaner and more natural. People are excited about the performance boost now that UDFs use Arrow. Now imagine what it's like when all of your Spark runs on Arrow, without changing a line of code. Link to Ran's post in the comments.
ניסיון חינוך
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GTM Squared
צפו Gilad בחוויה המלאה
ראה את כותרת, קְבִיעוּת ועוד.
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המלצות התקבל
11 אנשים המליצו Gilad
הצטרפו עכשיו כדי נוףפרופילים דומים אחרים
גלה פוסטים נוספים
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Switchup
Another milestone for Israeli tech — and for us. Calcalist just published a list of the top Israeli startups that have crossed the $250M ARR threshold. 7 of them are Switchup clients 😇 Proud to partner with the teams behind: Wiz, Gong, Hibob, Claroty, Armis, Minute Media, Forter. When the biggest names in tech choose Switchup- we know we’re doing something right. Link to article- https://lnkd.in/ewv6Aq6B
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The Ravit Show
Wonderful Raises $100M to Redefine Customer Service with AI Agents Israeli startup Wonderful AI has raised a massive $100M Series A led by Index Ventures, with participation from Insight Partners, IVP, Bessemer, and Vine Ventures — bringing its total funding to $134M in just four months. While the AI agent market is already crowded, Wonderful stands out for building infrastructure and orchestration systems designed to scale multi-agent deployments across industries and languages — not just another GPT wrapper. The company’s platform allows enterprises to deploy customer-facing AI agents across voice, chat, and email — tailored to local languages, cultural norms, and regulations. It even forms local teams to manage on-ground deployment, ensuring smooth adoption. Since coming out of stealth, Wonderful’s AI agents have achieved: - Tens of thousands of customer requests daily - 80% resolution rate - Expansion to Italy, Switzerland, the Netherlands, Greece, Poland, Romania, Baltics, Adriatics, and the UAE With this new funding, Wonderful plans to launch in Germany, Austria, the Nordics, and Portugal in 2025, and expand to APAC in early 2026. But it doesn’t stop at customer service — Wonderful aims to scale into employee training, sales enablement, regulatory compliance, IT support, and onboarding using the same AI orchestration framework. CEO Bar Winkler summed it up perfectly: “The promise of AI agents is clear, but putting that into production is a huge challenge. It requires best-in-class tech combined with flawless delivery — that’s been our approach.” Investors believe Wonderful’s culturally fluent, globally adaptable AI agents could define the next phase of enterprise automation, where every interaction feels local, personal, and efficient.
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Ilan Friedman
One of the most common surprises Israeli tech companies face in the U.S.: ** The way you describe your product is not always the way the market understands it. ** Gartner reports that 73% of B2B buyers avoid vendors whose outreach feels irrelevant (Gartner, 2025 Sales Research). Translation: If your positioning misses the mark, you may never even enter the buying conversation. Many strong companies are only one messaging adjustment away from much stronger traction. If you're navigating this phase of global expansion, happy to compare notes. #USmarket #USmarketexpansion #globalbusinessdevelopment #israel #israelhitech #globalmarketing
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Who Got Funded Israel
Second Nature, an Israeli startup transforming sales coaching through conversational AI, has raised $22M in its Series B round. The investment was led by Sienna Investment Managers , with participation from Bright Pixel Capital, StageOne Ventures, Cardumen Capital, Signals Venture Capital, and Zoom, which is also a customer. This brings the company’s total funding to $38M since its founding in 2019. Co-founded by Ariel Hitron and Alon Shalita, Second Nature has built an AI platform that simulates realistic sales and customer conversations. The system analyzes each company’s sales materials, recorded calls, and playbooks to create dynamic roleplays with virtual avatars capable of mimicking objections, emotions, and complex scenarios. After each session, reps receive personalized feedback and performance scores, enabling organizations to train large teams with minimal supervision. With support for 20 languages, rapid onboarding, and proven adoption by global enterprises, Second Nature is redefining how companies coach and upskill their salesforces at scale. Follow Who Got Funded Israel IL for more funding updates shaping the future of AI and sales enablement.