Revenue · GTM · General management
When technology or the market changes the rules of go-to-market, I build the system and run the organization the business needs to win.
Built across
Inflection points
Customers wanted to start, buy and grow without waiting for a person.
Each time, I let the product, content and automation carry most customers, and put people where they change the outcome: Amazon Advertising, Taboola, Rapyd.
The results, in the recordAs rates rose, growth had to pay for itself, and each business needed a different answer.
At Rapyd: repriced inherited books, repackaged an acquired one around Rapyd's first subscription, and built a referral-partner route to more complex merchants. At Lokalise: the move upmarket and the partner channel reset.
The results, in the recordAI changed what customers needed from Lokalise, and how they found and chose it.
Repositioned, repriced and repackaged around the new value; modernized the team and channels; reset the partner motion; and built the AI-discovery practice the company did not have.
The results, in the recordSelected track record
I started carrying a personal quota, moved to running commercial organizations, and for the last decade I have owned revenue numbers at company scale.
The same few interventions keep recurring: changing how customers are covered and served, building a channel, repricing and repackaging, and installing the operating cadence that holds it together. I have done each at least three times, across Medtech, Adtech, Fintech and B2B SaaS.
Reporting to the CEO as an Executive Team member, I ran several business units, with about 35 people across the UK, Israel, Hong Kong and the Philippines.
The units: the core offering in selected markets, with sales, account management and referral partnerships under it; the acquired Hong Kong business; the acquired UK point-of-sale business; and the sales development function that qualified for the whole company.
Ran the global SMB and Product-Led Growth business through Taboola's Nasdaq IPO, with the remit scaling from approximately $130M to $500M in revenue.
Built the global marketing communications organization across Seattle and Luxembourg, spanning product marketing, brand, content, PR, partner marketing, sales enablement, customer insight, events, and social. Led the global rebrand of Amazon's payments business across more than five thousand assets, de-risked with a fifty-one day live test of the new checkout button before committing.
Joined to build mass account management across the UK, Germany, and France: the operating cadences, dashboards, prioritization logic, and enablement that make it possible to serve customers at volume, carrying the revenue goal for it. This is the first time I built the thing the rest of my career keeps rebuilding.
Started with direct revenue responsibility, then joined the EMEA leadership development program to build market strategy across 27 countries.
Hands-on
I can tell whether a commercial plan will hold because I have done most of the jobs inside it. I carried a bag before I managed anyone carrying one: face to face, phone, events, negotiations and closing. The same is true across most of the other functions I run: partner deals, account plans, media buying, positioning, and the copy that goes in front of a buyer, on a screen, in print or from a stage.
After Lokalise I built a working AI operating system myself. It connects agents to real tools and data, with scoped permissions, human approval, monitoring, backups and a written record of failures. That is how I learned where agents create leverage, and where a person still has to step in.
How I work
Sometimes the answer is a new system. Sometimes it is a targeted change to one that already works. The job is to find the real constraint and tie the fix to a commercial result.
The operating rule underneath it, since Amazon: acquire the right customers, help them win with your product, and make getting value easier. Done well, the cost of serving a customer stops tracking the revenue they produce.
Read the technology shift, the buyer behavior behind it, and the commercial consequence before choosing a playbook.
Decide what must change, what should stay intact, and where the company can build an advantage early.
Form follows function. Positioning, people, process, product surfaces, pricing, channels, and measurement all take their shape from the commercial job, not from an org chart template.
Foundation
MBAStrategy and General Management, 2011 to 2013.
Magna Cum Laude, three-time Dean's List honoree, double major in Molecular Biology and Business Management, 2004 to 2007.
It started with websites in the nineties. Since then: a working clinical decision support system at Tel Aviv University, predicting the treatment course that maximizes quality-adjusted life expectancy. A bet on product-led growth before the category had a name. A personal AI operating system, and this site, now.
