And why hardly anybody managed to nail it during the last couple of years.
Knowing what the new trends are, is always important – just as important as knowing what’s not working anymore.
I practice marketing from all different angles – from paid acquisition to branding. Content has always been my favorite part. It has a magical combination of creativity, providing real value and being data-driven. Throughout my 3 startups, I’ve built a blog for developers which attracted more than 200K unique visitors a month- a successful personal blog,
I love the startup ecosystem, and I’m proud to be part of it. But there are definitely a few parts of it that I resent. When I founded Oribi, it was important for me to not only identify those parts, but also, more importantly, to figure out what I was going to do about it.
The first thing I decided to change is the superficial and “cheap” ways in which companies buy their employees: pizza,
One of my favorite things about being an entrepreneur is that every year the center of gravity of the company changes and so does my focus. So every year or so I change hats, from marketing to product, from sales to management. The last year has definitely been ‘the year of the product’. I changed lots of my current product management perspectives and finally said goodbye to some methods that should have been long gone.
Rethinking startup office design – why did we close up the open space and opened up the meeting room?
One of the most significant decisions in developing a company’s culture relates to the division of office space. Office planning is an issue I’m passionate about. One of the reasons is probably my background as an architect, but the main reason I find it so important is that I’ve seen the huge difference it makes and how a different space generates a different culture.
Open space, division into offices, team-based division, mixed offices,
This June, Oribi completed its first investment round. I’m very excited to update you that I’ve raised $5.4 million from an investor ‘dream team’: Haim Sadger from Sequoia Capital (the world’s leading venture capital fund, with whom I’ve already had the privilege of working with once), Rona Segev from TLV Partners and Zohar Gilon. I’m extremely grateful that this great team believes in me and in our product.
Every day, a few articles are published in the press about some startup’s financing round,
Five internal tools that save us hours each day. And what does it have to do with work-life balance.
Here are two important principles in managing a startup company:
- Building a high-quality product with value in the shortest time possible, in order to bring it to the market ASAP.
- Prioritizing the use of existing tools rather than trying to reinvent the wheel.
These two principles seem to contradict our decision at Oribi to develop quite a few internal tools.
So why did we decide to invest in developing tools that are not an integral part of our main product?
Building a great product relies on two fundamental principles. The first one is analytical: measuring any significant action in detail and thoroughly understanding what users do (or don’t). The analytical aspect must be balanced by an equal degree of an emotional aspect: how to make users relate to your product and love it, how to get them excited and even laugh.
In the case of most ‘real world’ products, unlike programs and applications,