Leadership

When Private Equity Optimizes the Wrong Thing Over the past years, a troubling pattern has become increasingly visible in Israeli tech. Companies founded and grown in Israel, often on the back of exceptional ingenuity, speed, and informal problem solving, are acquired by private equity firms and then gradually or abruptly stripped of their Israeli core. Functions are relocated, investment is reduced, leadership is replaced, and the original teams are slowly starved or shut down. ...

“Why so serious?” The line is memorable because it cuts through pretense. The Joker was not asking for chaos. He was exposing hypocrisy. People pretending this is all very important, very controlled, very rational. When in reality, it is not. Lately, scrolling LinkedIn feels like watching that scene on repeat. Stories proudly shared. Lessons supposedly learned. And beneath them, a disturbing seriousness about work and people that has lost all proportion. ...

The Answer Is Still Cookies A few days ago, I saw a Cookie Monster quote that made me stop: “Me don’t know da question, but me know da answer is cookies.” It is funny. It is childish. And it is exactly how companies behave when they insist their problems are special. Every company believes it is fundamentally different. Different industry. Different technology. Different customers. Different speed. Therefore, their problems must be new, unprecedented, uniquely complex. ...

From CLS to Agentic AI I was born in 1977, right at the intersection of two worlds. Old enough to remember analog. Young enough to grow with digital. My first program was written on a Dragon 32, a home computer with 32 kilobytes of RAM and a keyboard that felt like it came from a typewriter factory. My oldest brother brought it home one afternoon, and it was the first computer I ever saw in real life. ...

From Hand-Waving to Hands-On Leadership Some leaders speak with absolute confidence but offer very little clarity. They communicate in slogans, headlines, and big statements, not because the work is strategic, but because this is their default mode. It doesn’t matter whether the topic is AI strategy, a roadmap shift, a bug fix, or a simple user flow. The pattern is the same: big words, big confidence, and no details. And the moment you ask how, the answers dissolve into vague gestures and confident phrases that sound important but say nothing. ...

Why the Best Leaders Keep Asking Why Early in my career, I learned about the Five Whys, a simple yet powerful problem-solving method developed by Sakichi Toyoda at Toyota in the 1930s. The idea is straightforward: when you face a problem, ask why it happened. Then ask why again about that answer, and continue until you reach the root cause, usually after about five rounds. It sounds simple, yet most people don’t do it consistently. ...

Intro Roadmapping is one of the most critical activities a product management leader must undertake. A roadmap is not a building blueprint; it does not list exactly what must be done. It is more like a map for early explorers, used to give direction, with route adjustments as new lands and currents are discovered. Over the years, I have had the pleasure of working with brilliant people who taught me a lot about how this should be done, most notably Yoav Stahl and Kevin Savina. I’ve refined their methods to better fit the agile reality. ...

Introduction For years, I wanted a place to share my thoughts on product management, operations, AI, software development, and the small “weekend projects” I build from time to time. I always wanted to, but never actually did. Why? No good reason. At first, I tried Twitter. Too short, not a good fit for full ideas. Then I moved to LinkedIn — better, but quickly chaotic. Posts disappear into the feed, long-form posts feel clumsy, and it’s hard to revisit or organize old ideas. The more I wrote, the more I felt the need for a home, a place where my work, thoughts, and experiments could live together. ...