Yoni Tserruya
Lusha
Yoni Tserruya, co-founder and CEO of Lusha, runs the company with 300 people and a counterintuitive hiring rule: he wants candidates who haven’t done the job before. The CEO believes AI demands builders over managers, hunger over pedigree, and speed over scale. Lusha shrunk its team twice in the last year while shipping faster than ever.
Yoni structures teams around a simple premise. Marketing, sales, finance, HR. Every function must have at least one person who can build AI agents. Not someone who uses pre-built tools. Someone who writes code, connects APIs, and automates workflows.
The shift started small. Lusha gave everyone Claude accounts and access to internal databases. Then they ran all-hands sessions where non-technical teams demoed what they built. When HR showed what they automated, sales realized they had permission to experiment too.
Now the approach extends to hiring. Hiring technical roles means looking for people who iterate fast, not people who’ve memorized the stack. Yoni stopped hiring for experience in his exact workflow because that workflow changes every quarter.
You cannot hire someone who’s been there, done that, built that flow with AI. No one did that.
Yoni Tserruya, Lusha
Lusha cut headcount twice in the past year. The goal was profitability and resource reallocation. The outcome was faster shipping cycles and fewer approval layers.
Yoni doesn’t create artificial constraints. He makes real ones. When a team loses a person, they still need to hit the same output. That forces them to ask what an agent can handle. What a script can automate. What meetings they can skip.
The bottleneck moved from execution to decision-making. Teams can build anything now. The question is what to build and when to kill it. That requires data, judgment, and speed. It doesn’t require more people.
If you create constraint, then you start to be creative to figure out solutions.
Yoni Tserruya, Lusha
Yoni brought in executives from large companies who had scaled teams and managed budgets. They had the resume. They had the process knowledge. They couldn’t ship.
The problem wasn’t effort. It was muscle memory. Leaders trained to manage in stable environments defaulted to coordination over creation. They scheduled syncs instead of prototyping solutions. They delegated instead of drilling down.
Now Yoni looks for people who do both. Leaders who can stay at 30,000 feet but drop into the weeds when a priority needs momentum. He uses the eagle metaphor. Fly high, dive fast, return to the top. If a candidate can’t toggle between strategy and execution, they won’t survive at Lusha. Every executive who joins says they’ve never been this hands-on before.
The good builder sometimes not manager, the good managers are not builders. Finding people in between is rare.
Yoni Tserruya, Lusha
Lusha built an internal system that pulls data from four sources: the CRM, the engagement platform, product usage data, and back-office systems. An account executive used to toggle between tabs, pasting account IDs into different tools to understand what happened with a lead.
Now everything appears in one dashboard. The system imports the data automatically. The AE doesn’t need to hunt. They don’t need to remember which tool holds which insight. They open one screen and see everything sorted by priority with reasoning attached.
Lusha also deployed SDR agents that qualify inbound leads and BDR agents that reach out to prospects. A coaching agent reads call transcripts from top performers, compares them to other reps’ calls, and suggests improvements after every conversation. The sales team went from spending 20% of their day talking to customers to 30%. Admin work disappeared. Research became instant. Learn more about building efficient sales operations without adding headcount.
Yoni hires people who’ve done part of the job before but never the whole thing. A candidate might have managed a small team but never a 20-person org. They might have built a feature but never owned a product line.
The key is hunger. Someone who sees the role as the biggest opportunity they’ve had won’t coast. They’ll learn faster because the stakes are personal. They’ll ask questions instead of assuming their old playbook applies.
Yoni avoids candidates who’ve done the exact job multiple times. Those people often default to what worked before. They spend time instead of shipping. They wait for perfect information instead of iterating. In a company adopting AI across every function, that approach kills momentum. If you’re scaling teams in high-growth environments, hiring for adaptability matters more than hiring for pattern recognition.
You want that the our job will be the best job of this person ever before.
Yoni Tserruya, Lusha
Lusha shares revenue numbers, analytics, and challenges with the entire company. Every employee has access to the same dashboards leadership sees. Yoni doesn’t filter bad news or wait for the right moment to discuss problems.
The company also flattened communication paths. Yoni doesn’t only talk to his direct reports. If a priority needs the right people in the room, he pulls them in regardless of level. A meeting might include someone four layers down because they own the relevant context.
This only works if the culture defaults to trust. Lusha expects people to raise flags when something breaks instead of waiting for a manager to notice. They expect people to deliver what they commit to without constant check-ins. Managers who need reviews and status updates to feel in control don’t last. Discover how other leaders are building trust-based remote and hybrid teams across regions.
Lusha runs three days in the Tel Aviv office, two remote. Yoni would prefer five days in person but acknowledges that traffic and family obligations make that unrealistic for most of the team. He lives close to the office and shows up four or five days a week because he likes being there.
The hybrid model works because leadership doesn’t use it as an excuse to disconnect. Yoni still drills into product details, rewrites marketing copy, and runs analyses with Claude to show teams what’s possible. His presence isn’t about monitoring. It’s about momentum.
He’s found that strong managers get results whether the team is in the office three days or five. Weak managers don’t get results even when everyone sits together. The variable isn’t location. It’s leadership intensity.
You cannot hire someone who been there, done that, built that flow with AI. No one did that. So you need people who constantly learn, constantly try stuff and adopt and they have it built in their stomach. You cannot teach that. It needs to be something that lives in you. We are all builders again. We need to rebuild the company. We need to rebuild the processes. So you need those kind of people who can do both people who are very hungry and they see it as a very good opportunity. What happens is they don't adopt AI.
So I think
this is who we hire. I'm Louise sent your host and today's guest is Yoni Tserruya. Yoni is the CEO of Lucia and we're really excited to be talking to Yoni about hiring today and how he grows and thinks about teams in this age of AI. And uh Yonyi, welcome to the show.
Thank you. Happy to be here. Thanks for inviting me.
Pleasure is all mine. So, I had a pleasure of listening to a few of your other uh podcasts and shows that you're on. You have really accelerated agent growth and AI growth this year. And there's a ton of pressure now for from investors, from boards to increase revenue per employee to make sure you're maximizing AI and agent use before you're hiring. And and you gotten to grow your team from zero to 300 folk. I'm assuming you're also getting this pressure now to to do more with less and to think about hiring agents over AI. Talk for me how how are you navigating that now?
Yeah, so first of all, of course, I think you know AI is a revolution that requires from you both adopting the product to the AI age and also adopting the company operation to the AI age. And I think we've done a lot this year in both sides, but we can talk about the company side. I think we've done a lot of stuff at the beginning. I think a year ago we were pretty far from where we are at right now. But we did a bunch of things that really start to accelerate the adoption of across the organization. It started by you know the small things that we give everyone AI and accounts and access that for sure but we invested a lot also in integration and allow everyone to get full access to their internal uh database and the ability to query it. We did also you know few sessions all head sessions that people can present what they what they did with AI from all the department and then you know other people got uh new ideas and and they saw when they saw people from the HR department are doing things with AI everybody said okay so I could do it as well there is no there is no fear here I I need to do it as well so we did a lot of this kind of stuff at the beginning and but but now I think we take it to the next level. For example, the way we think about teams is that we think that every team and every department needs to have the professional people but needs to have builders inside. So we think that like think about marketing, think about sales, even think about finance and HR. Every department needs to have a builder, someone that can build stuff and agents so that eventually this department will be powered by AI. So we're doing a lot of those stuff and uh sometimes the last resort or the last thing that you need to do is also to create some constraints. So when you do have constraints on a team and unfortunately you need to less amount of people then these constraints also require from the team to do more with less and and AI is getting into this
and are those constraints real or are you creating them artificially? How how do you go and create those?
No, I mean we we shrink the team in the last year uh two times. Uh we wanted to get profitable and to move resources to other places and really reduce the sizes of teams. But I can tell you that we are delivering and shipping faster than ever although we are smaller. And I think that if you do it right and you remove you know hierarchies and there is less amount of people to sync for every decision then you might run faster and uh I think I think nowadays it's one of the one of the most important things if not the most important one.
So talk to me about removing hierarchies. Were there many many layers before and you consciously had to go and remove those? Did those intentionally get created or how did that form going from zero to 300?
Yeah, we so we you know at the beginning we grew very fast and then we doubled the headcount year after year after year in average. I remember that the jump from 150 to 300 was very very painful because
150 to 300.
Yes. Because the way you manage the company managed the company had to change. It's no longer that you can be you know the center of things and you you know enough teams and you can sync the information. There are so many levels that no you need you need a different way to lead. You need to provide context. You need to let the people delegate. You need you need different way to lead the organization and it took me a while to figure it out and how to do it. I figure it out and then we reduced the team a bit. So, so it become it become uh even easier. But I think you know I think every team every every company today need to think about that as well especially if they didn't do it yet.
Yeah. And there's studies in this where some companies they go you know after they pass 150 people they go and they build a different building and and uh because that was our tribal mentality right there's about 150 people that can be in our tribe. So, it it's a problem that a lot of folks that that are listening to this and have been on here um go go through and it last week we had a guest that had found uh not founded the company's been around 200 years but it's Yellow Books. So he was a president at Yellowbooks and now he left and came back to go and innovate uh at Yellowbooks which is which is uh you know really fascinating and just the amount of change management that that needs to go and and and happen. So you're like creating constraints and making them real. There's no there's nothing artificial about it. It
constraints and create and creativity are connected. If there are no constraints the creativity is not high and if you create constraint then you then then you start to be creative to figure out solutions. So so if the same team needs to have you you know you remove one person from the team and then they need to continue to do the same amount of stuff.
Yeah.
They will think about how to adopt technology and I think at a certain point when enough people in the organization spreaded across the organization have access to AI then it become viral. You know the obvious is to to have an engineering team that use AI and cloud code today but I think the less obvious is to have the rest of the organization the marketing the sales finance everyone and uh once you have it in every team then then headcount is no longer um the bottleneck to make things and it's more about ideas decision making making the right decisions. So you the bottlenecks moves to not the building but to the to decide like with the person who can bring enough data analyze it and make you know a wise business decision and um but I think it's a good thing it's a good problem.
Yeah and that like you're still hiring you have posted jobs you have you're hiring data engineers and platform engineers um so it's not like AI is replacing all the roles but the way you see it is it's pushing people to be the best version of themselves. Yeah f first of all I don't think AI will replace all the people everywhere I think I think eventually what will happen is that agent will do the work everywhere agent will do the work and we as human being we uh we will you know we will manage it we will uh overview what they're doing we will be in the middle to approve whatever we think we have to approve but we we oversee what the agents are doing so I think it's takes All right.
You're you're already launching this, right? I use Busha's live with SDR agents for for your clients. No.
Yes.
Yes.
And that and then they're seeing success. They're just the early adopters.
Yeah. I think now you got an agent that can search for you, the right lead for you, prioritize it for you with the reasoning and why that the best lead for you and you don't need to search and and find so much time on searching and researching. And I think you know the vision is that very soon you will be able to come and say I have two hours to work tell me what to do and we'll fill it with the best thing we can fill in two hours. So
that's that's my dream actually. Uh I think anybody in sales um wants that. So how are you using this internally? How you know how are you able to drink your own champagne or eat your own dog food? So we have uh we've built few agents internally for the sales organization. We built SDR agent that's every lead that comes in the agent can communicate and uh qualify the leads. We're BDR agent that can reach out to customers and offer them our service and generate you know uh sales. We have an agent that is a coach. is reading all the transcripts and is is reading the transcript of the best AES and then you can it can compare and and provide recommendations post every call on what should have been in this call and how can you make it better
so so what is this doing for you know for for SDR as a SDR manager sales coach is their job evolving to be an orchestrator of agents and they're there to be like provide that people and commodery element. How how is their job evolving and what happens if they don't adopt AI? So I think you know the number one problem with sales people before AI is that you're spending like 20% of their day with customers the best one 30% in active active communication active selling not all the admin work and research work but I think what AI is is taking is taking more and more admin stuff and and and research and in between tasks and and can enable us a world that you spend way more time in front of customers. That's what I think AI is doing and love it. The goal is that it will automate for you and it will sort it for you at any given moment. So you don't need to spend time and to think what should I do next. It's what it's just in front of you. I think what we're also doing today, you know, we have several systems that we are working with. We have the CRM, we have their engagement platform, we have the database of Lucia and the usage and the users and whatever they do in the platform and the back office. And so in the in in like two three months ago an AE had to switch between the tops all the time. You want to know what happened with account you need to paste his you know account ID here and account ID there. And we've built a system with you know of course cloud code that takes the data from all the four sources create a very simple dashboard for you with all the data sorted for you and they almost not logging anymore to the CRM and to the back office and to those systems unless they have to but everything is just imported to this system and I think that's amazing. Yeah. And with the right tools, you know, once you're off a call, it gets autolocked to the CRM, right? And if if you're having those agents work for you in the background and and coach you along what's been programmed into the system, it it's just a dream scenario. Um, you end up not leaving money on the table month after month. Uh, because things fall through the cracks.
Yeah.
So, something I read or listened to, I don't remember, um, from you, Yoni, was you wish you brought in leadership earlier uh, into Luch. Can you talk to me more about that and and why and how would you have done that?
Well, I have a lot of experience in this aspect. Um I think you know um I've brought leadership all the time. You know, every time was different department that I wanted to like leaprog or like they couldn't make progress anymore over there. But um I think I've done all the mistakes. I think I think I had people who were very hands-on but not leaders. And then I brought as everyone recommend to me like to bring people from big companies who did scale who can manage a lot of stuff but then I realized that those people with from big companies are not necessarily know how to build anything like they are maybe they're good manager good human skills everything is right but in a startup you need creativity you need building you need it's it's not just managing and and today I'm looking for people that can do both can can work and manage very high managers management skills but also they are very good in drill down build stuff make decisions and make the progress so the things will get built fast and I think you know today more than ever before speed and the ability to build become like the most important thing we are all builders again we need to rebuild the company we need to rebuild the processes so you need those kind of people who can do both which is really not easy to find Because the good builder sometimes not manager, the good managers are not builders. Finding people in between is a rare is a rare leadership. And if you find them, keep them close. It's uh it's hard to find.
So it it sounds like any anybody in a leadership position in your team for you, it's a hard requirement that they they also need to be doing the work. There's not they're not only going to be people managing they shake.
You know, it's funny. Every executive that come to Lucia said I I never been so hands-on as I am here like never and I always like I used to here I'm hands on I'm doing whatever it takes whatever it needs and I love it I think that's the right thing to do things I think that nowadays if you don't feel the stuff you cannot build it you cannot know what to make decision now of course the expectation is not to be everywhere where in the details you don't have enough hours in the day but for the areas that are priority for you which you want to make a progress you have to drill down it's not enough to stay high level and I think those who knows how to do it that knows how to do both is uh it's like an eagle I I always like to tell the eagle metaphor there you can stay at the top but sometime you drill down then you stay come back again to the top and you can you know drill down to other place those who can do both and enjoy doing both are very successful here and uh I think are making a very fast progress.
I love it. So that's the culture that you end up creating, right? There's there's certain folks that go through the interview process and you let them know, hey, you're you know, and then it sounds like you've had some hard lessons along the way by by by taking advice, which we we all do. Um but you got back to your unique culture. So how how do you go and create that? How do you keep this culture going with 300 plus people? you're now global and and were you global from the beginning or was this um this intentional? I know I know some of the roles you're hiring are now are hybrid in in Tel Aviv, but how do you decide when to hire in the the US versus when to hire in India or or or global?
Well, I think you know it depends on the role and and the region. So, uh US is serving US market and if we need more we will hire there. Um and India has their special task so they do it and if we need more we just hire there. It's just remote teams. Um, but in general, you know, the good thing about culture is that you cannot fake it. It's who you are as a leader. It's it's it's who I am. And as long as I'm leading this company, it's probably going to stay as is because that's how I work. I always I work like that. When I have something to solve, I'll drill down. When I I'm I'm hands on myself. I'm I'm not For me, there is no task that I would I wouldn't do. I can I will do anything that is necessary to make things.
Give me an example of like something another CEO might think is beneath them and you you said no like I'm going to get I'm going to go and do this.
Well, I mean if I'm drilling down with the product team and I have an idea for something, I will find for them another product or what I or or I go to draw it or some I will explain my idea very very deeply. If I'm uh I'm not happy with the content, I will drill down with them on posts and blog posts and tell them what I think. Um, I would or I will take CL do analysis and show them the analysis that Claude gave me. I will put my hands on the keyboard and I will I will be with them in the front line to tell them what I think.
You're full on founder mode.
Yes, I am. I am full on founder mode. That that's kind of things I do. And and I also do, you know, I prefer to spend my time more with teams and less with one-on- ones for the same reason. when I have the team the relevant people I don't care about hierarchy the relevant people for the mission the ones that can bring value everyone in the team in the in the meeting and then and then and then all the information is in the the meeting we understand it completely because we have the details we have the strategy everything there and if we make decisions everyone aligned and understand why we did it we don't need to explain it afterward and everyone went after after the meeting and start doing
it's um just more like that and
yeah the the get every getting everybody together in a group is um the ones that are are you hit something there in and mission and and goal which I want to get into but I can't believe it happened in my organization uh and we're 20 people but you know our rec ops leader is like oh I thought I had to go through our talent partner leader to uh you know to to give this feedback and I was like oh my god we have hierarchies this is how did this get created I need to turn this down
well I think you know we we also have hierarchy we have levels web titles. My wish is that we won but here we have and uh but the thing the essence is that we don't communicate through hierarchy like I'm not communicating only was my direct report I can communicate with everyone and if there is a meeting I bring it can be four levels in the meeting because those are the relevant people I don't care about levels and every and I think what's important is that everyone will feel comfortable to talk and it's not be hierarchy you know uh communication So, I think as long as you really care about every idea in the room and you don't think that someone is, you know, smarter than the rest and the best idea wins, then I think it's going to work.
And you you were talking about, you know, your your the ego mentality. I I was like, "Oh, you're going to launch that as a logo for one of one of Lucia's AI agent products uh that that are coming out. the the eagle that's that's going to go find the folks uh for your team. Um but the like thinking thinking through that um and how you're building for today like you're you're building in like in a hybrid office are are you going three days a week? Um why is that important for for you guys the the hybrid mentality and what have you seen um I'm assuming you went remote you know a little bit during COVID and then you went back in office like how was that push for you and and why did you choose hybrid?
Well you know I live close to the live nearby the office so for me if it was if it was my decision only or I can do whatever I want I would have been here five all the company will do five days per week. uh I comes like four or five days per week because I like I like that and it's not I don't have heavy traffic but for half of the people in the organization heavy traffic in the morning is a big issue. They have kids they need to you know we have life and uh I can definitely understand that if I would live uh outside of the city then I would do the same because it's going to be crazy to be in roads every time. So
yeah,
that's
you like you get the energy from going into the office. You enjoy.
Yeah. And I don't meet people and and yeah, I don't like to work at home. It's but it's it's me and and I think managers in general, but I can definitely understand why why it's effective. I think face to face is super important. It builds it builds momentum. It builds connection. But I think that if you do it three or five, I think both can work. I found that if you have a strong manager, it doesn't matter if it three or five, the people going to work hard. And if the manager, the leader is not strong, then it doesn't matter if they're in the office or not, the work won't be done. And it's way more about leadership than about presence. I think the presence has uh value but I think also the hybrid has value because now it's you can do meetings in every hour of the day and people feel like it's legit to join from remote and everyone is connected and I think it works as well. So I I think it's yeah I think in office at one point in your career is extremely important. Um, you know, I I did an office over 10 years and I think that the worst thing is, like you said, the commute, right? But if you can hack it in a city like Tel Aviv and live near the office and ride your bike there and one of the most fit cities in in the world, uh, it's not a not a bad setup, right? Um, the so the it sounds like you're going to keep building there and you want because it's hard to do fully remote and hybrid, right? The hybrid folks get they get an advantage. It's you're not going to um so so your plan is to continue building out in Tel Aviv and to accomplish your goals. You see the town density being there where where you can continue hiring specifically in the city?
Yeah, I mean we we we're pretty Israeli company. So as long as we can hire people here that they can do a good job, we will do that. But um you know especially in go to market sales and marketing there is value of having you know native people uh around the globe and I think uh we're doing that um they also have an office back there smaller of course but they do have office because it's important for them so as long as the team is big enough I think we will encourage that or they see value in that
but yeah I mean you know in the past spend a lot of I I stopped thinking about that. I I realized that life is hybrid and it is what it is.
It's fascinating because like s you know you're the 25th episode and we we go into this uh debate with some some folks on times are just 100% on remote or it you're one of the first ones that are is doing a hybrid and really all in on so it's really exciting. Yes,
you hear 100% in office
uh in in now it's coming back in San Francisco absolutely
but in small companies or in big ones as well
mostly mostly smaller ones
yeah I think when you're smaller I think you can still find enough amount of very hungry people that will will do that and they live close to the office but I think when you get bigger you need more senior people you know they're typically a lot of times they're just older have more experience their managers are have kids whatever. Then it's hard. It's harder.
I think I think it's become harder when you grow. And and I know there are some big companies that did five days a week for everyone, but I'm not there yet.
No, I'm not there.
It's uh I don't know if you heard of the you probably seen this on Tw6.
Yeah,
the Yeah, it works until it doesn't, I guess. Um but
my head my head works 99 seat but uh not not necessarily you know real time in office.
Yeah even even in the shower the shower thoughts come uh about building Lucia. So talk to me about the next five 10 years. How are you evolving your your mission to um build this this company that has the best data um and the best MCP where where I can go and work from claude never leave Claude and and and have everything I need from one source.
First of all, it's very hard to me to to imagine five 10 years ahead, but I can I will describe the fastest that I can like the the the farthest that I can. Um first of all I think you know the main thing we're doing right now is to evolve we already evolved from a database company that you can search in the platform to you know the best database but you can search API MCP integrated to any platform like integrated everywhere like we're becoming headless for real you can do anything from remote and that's the most growing uh consumption that we see like customers are not logging into our systems the same way before but they consume more data remotely. So I think that shift will continue will emerge and we spoke about before at the end of the day agents will do the work agents will need a lot of data and they will do it with API and FCP so I think that's definitely the future I think the second thing is that um we are uh we want to be the best agentic intelligence platform and by that I mean as mentioned before in moving from data to intelligence for me means that we I have memory on you I know what's kind of leads you are looking for, what kind of leads converts to you, when the best time for you to reach out to those people and then you know when you have enough data then you can come to the sur and say okay I have two hours what to do next and the system can give you sorted list with reasoning uh and an explanation why I need to do that now and what's the recommendation and we and you want to do it in an agentic way like free text give me your query and and that like if I don't have the answer right away in the database that's okay I will do two three winning working I we're thinking go to the way I bring the data but eventually you will get the results exactly like you work in cloud today we want to make the agentic solution for go to market tasks h powered by our data powered by uh you know our intelligence platform
and what what about a specific mission We want to be the context layer for agentic go to market so that every agent in the go to market human or agent but um you know agentic I think will be eventually everything so the agentic go to market will choose our data and our context layer to have the best context
and and what's your why behind that yonyi what what's got you so passionate about this that you're jumping out of bed every morning that you're you're working on this for 10 is what what is your why?
Perfect question. Um first of all I mean I I got into this space by by you know not not with in with intention I get I I love data. I worked always with data and my data was essential for sales and recruiting at the early days and that's how I got into this space and then I found I I I spent few years on sales features sales stuff which I didn't like the same way but now with a gentic I like data becomes the king again and I can spend my time in data so I I love data I love making things more efficient and effective and and for me providing data relevant data spot on to you know to create automated processes is something that you know I think I it's a big problem in the world that I think we can do well and I'm I'm addicted to building so I think that's something I'm I think it's the right mission for us and I think it's going to be big enough and and I want to do it so yeah that's that's what I think about it
love it so you know you said you're addicted to building all your executives are building it's a a recurring ing theme and it sounds like a like one of your core values. Do do y'all have core values written down and are you are you hiring and and and firing by them? How what are you what are some of the other values that you really look for at LSA?
We used to talk a lot about values in the past but we're no longer um you know written in somewhere but in general you know building is one as you said making things simple. I like things that are simple to understand for the customers, simple to understand to employees, simple processes. I mean, sometimes you need to make things more complex, but if it's complex, it's hard to scale it and delegate it. And so, I like simplicity and we like to delete stuff and try to do it every time we can like we call it build, measure, learn, like iterative, iterative, iterative. You need to always constantly learning, iterate, make another build. And that's kind of the building. And you say build before build before measure. So it you're you're really embracing the mentality of go go and speed and urgency.
Yeah. I think I think the first things happened when and you put it out there and then you learn like you don't have measurement before build. So you need to build first. But yeah, we had those discussions. Transparency for sure. We are very transparent company. Everyone in the company get you know access to all the analytics, all the data numbers, the revenue of the company. I share challenges. they are the success everything and we're trying to build a trust based organization meaning that it's about the hierarchy. We're not we our expectation is that we won't need to manage you in a way that always you know check and and requires reviews. We expect it to be, you know, to build on trust. Something doesn't work, let us know. Raise a flag. Let's discuss. We know that if we said that you're going to do it. That's kind of people who will work. I couldn't succeed here. And uh I think I think those are the core ones. And for some folks listening that, you know, maybe they're in Tel Aviv and they want to apply to a a data engineer uh or platform engineer role for you. What you know who who should be looking at at joining? What kind of folks?
Well, I think you know we we want people who are very curious and fast learning people. I think by the way it's in every role because it was always a very important skill for us but now it's the most important thing because things are changing so fast like no you cannot hire someone who been there done that build that flow with AI no one did that everyone needs now to adopt new technology as as as long as it become available and so you need people who constantly learn constantly, try stuff and adopt and and they have it built in in their stomach. You cannot you cannot you cannot teach that. It needs to be someone that something that lives in you. So that's I think the number one thing and um I also think you know we we always look to hire people that um that can bring us something that we definitely need like we miss those skills we miss those values in the team but we can also give them challenge that they haven't done before like this role is something new for them this challenge is something new for them this management to manage this team is something new for them because you know you want you want that the the our job will be the best job of this person ever before. It's that you cannot bring people that again they did it few times and they just spend the time. They need people who are very hungry and they see it as a very good opportunity. Like hungry is important.
Love it. And this is you know against the traditional advice that you you and I have both been given. No, go and hire somebody who's done it before and can do it right. It you're looking for the opposite of that. It sounds like looking for
I do look for experience. They they did sim part of it before like they did you know some some of it before but um they definitely have new challenge here in this company in our challenge whether it's you know we now it's PLG approach now it's the technology now it's bigger team whatever because otherwise it's um think
and it's exciting like beyond salary it allows you to create an attractive opportunity for them to join you and it it brings you somebody who is passionate about doing something they haven't done before, which is exactly what you want. So, I was going to ask how you screen for that, but you you you answered it uh with that, which is uh which is awesome. So, Yony, as we're wrapping up here, um where can folks go and find you and who should be finding Lucia? every go-to market leader, marketing leader, revops, sales ops, you know, team lead, everyone who needs to build pipeline to generate revenue can can find Lucia and enjoy it. And we have, you know, a lot of variety of solutions around data for go to market. I'm available everywhere, LinkedIn emails phones whenever people want to reach out, I would love to, but think mainly email, LinkedIn could be great. And uh yeah, hope I hope we bring value to people.
Jonas Ora, thank you for being on who we hire.
