> Markdown version of https://etgarbonar.com/ > The HTML page is the canonical source. Title: Etgar Bonar (אתגר בונר) | Revenue and GTM Executive Description: Etgar Bonar is a revenue and go-to-market executive for commercial inflection points: General Manager at Taboola through its Nasdaq IPO, VP of Sales at Rapyd, CMO at Lokalise. Previously Amazon and Johnson & Johnson, across Medtech, Adtech, Fintech and B2B SaaS. Revenue · GTM · General management # Commercial inflection points are my kind of challenge. 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. - Self-service and product-led growth - The end of the growth-at-all-costs era - AI changing how customers buy Career at a glance - **Amazon 2013 to 2019** Built mass account management for new European markets at Amazon Advertising, carrying its revenue goal, then built Amazon Pay's global marketing communications organization. - **Taboola 2019 to 2021** General Manager of a unit of about 40% of global revenue, from about $130M to $500M through the Nasdaq IPO. 65 people in five cities. - **Rapyd 2021 to 2024** VP reporting to the CEO, running several business units and about 35 people. An acquired book from loss-making to several million dollars in gross profit inside a year. - **Lokalise 2024 to 2026** Co-owned the company revenue as CMO through AI-era repositioning, repricing and repackaging, and the move upmarket to enterprise businesses. Built across -  -  -  -  -  Inflection points ## What I built when the rules changed. ### Self-service and product-led growth 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 record ### The end of the growth-at-all-costs era As 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 record ### AI changing how customers buy AI 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 record Selected track record ## Commercial scope, not a functional lane. 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. 2024 to 2026 Lokalise ### Co-owned the company revenue goal as Chief Marketing Officer - Reset the partner motion, growing partner-sourced revenue roughly 7x year over year. - Grew sales-accepted opportunities 97% year over year at a falling cost per opportunity. - Built the AI-discovery operating model that helped establish Lokalise as the measured number one company in AI visibility for its category across approximately 1,000 high-value prompts. **More from this role** - Rebuilt lead qualification around fit and intent, lifting sales acceptance of marketing-qualified leads from 35% to 59% as the pipeline mix moved upmarket. - Did it with a smaller organization: the team shrank by more than a quarter while the budget stayed flat. [](https://claude.com/customers/lokalise) [Anthropic customer story, where Etgar is quoted.](https://claude.com/customers/lokalise) 2021 to 2024 Rapyd ### Vice President of Sales, previously VP of SMB and Product-Led Growth 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. - Turned an acquired Hong Kong book from loss-making to several million dollars in gross profit inside a year, repackaging it as an off-the-shelf business account and introducing Rapyd's first subscription billing flow. - Built the Rapyd referral partner program to 74 partners generating more than 40% of new opportunities, turning founder-led conversations into a repeatable qualification, contracting, and revenue channel. - Launched UK online card acquiring, card-not-present, growing customers by 600% in the first year through product-led activation. **More from this role** 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. - Shifted inherited books of business from growth-at-all-costs to disciplined, profitable growth, holding the core business at its revenue target while driving profitability. - Created the sales development function from zero; it became the lead qualifier for all of Rapyd, not just my own remit. - Automated merchant onboarding and KYC decisioning with Product and Compliance, sorting applications into auto-approve, auto-reject and manual review, so a person was needed only where judgment actually was.  Rapyd rooftop, Tel Aviv. Photography: Amit Geron. 2019 to 2021 Taboola ### Global Head of SMB, General Manager 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. - Owned a business representing about 40% of global revenue, more than half of new business, and 80% of the company's customers. - Grew and led a 65-person organization across New York, Tel Aviv, London, São Paulo, and Bangkok. - Built a coverage model carrying two to three times the accounts per manager of Taboola's own enterprise organization, with about 15% of accounts producing 85% of revenue and the rest served by tutorials, mass communication, automation and an offshore team in the Philippines. That ratio held as the unit tripled. **More from this role** - For the self-service segment of my book of business, building the offshore customer-success team took time to first response from more than two weeks to one or two days, with satisfaction up about a fifth and net promoter score up more than fivefold. Serving more customers per person did not mean serving them worse. - Improved growth efficiency, with new revenue increasing at 1.8 times the rate of budget growth from Q2 2019 to Q2 2021, while acquiring customers below the planned cost per account.  Nasdaq welcomes Taboola, 30 June 2021. Photograph: [Calcalist](https://www.calcalist.co.il/market/article/anqfxjruv). 2015 to 2019 Amazon Pay ### Global Head of Marketing Communications 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. 2013 to 2015 Amazon Advertising ### European Marketing and Account Management Lead 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. 2007 to 2012 Johnson & Johnson ### Sales and marketing leadership, Medical Devices and Diagnostics Started with direct revenue responsibility, then joined the EMEA leadership development program to build market strategy across 27 countries. Hands-on ## I have done the work across Sales and Marketing, led the teams, built the systems, and now build the tools. 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. [See the working AI system](https://etgarbonar.com/ai/) [Read the system FAQ](https://etgarbonar.com/ai/faq/) How I work ## Diagnosis before doctrine. 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. 1. **See where value is moving** Read the technology shift, the buyer behavior behind it, and the commercial consequence before choosing a playbook. 2. **Make the bet** Decide what must change, what should stay intact, and where the company can build an advantage early. 3. **Build the operating system** 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. Current point of view ## AI is the newest inflection point, and it arrives market by market. **The Serviceable Line** is how far your customers, and increasingly their AI, get with your offering on their own. Past it, you either pay for a person to step in or lose revenue, and most often these are quiet losses, the ones your funnel never records. [Read the point of view](https://etgarbonar.com/serviceable-line/) Foundation ## Business, science, and solving problems, usually by building.   MBA ### London Business School Strategy and General Management, 2011 to 2013. B.Sc ### Tel Aviv University Magna Cum Laude, three-time Dean's List honoree, double major in Molecular Biology and Business Management, 2004 to 2007. Applied ### Three decades of building 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.  Contact ## Get in touch [Email Etgar](mailto:etgar@etgarbonar.com) [Connect on LinkedIn](https://www.linkedin.com/in/etgar1/)