In the N12 podcast, Melio's co-founder and CEO Matan Bar shared how he secured the initial funding for his first company at the age of 23.
"When my partners and I met with the investor, he was more interested in us than in our product. In the end, he decided to invest. He said to us, 'Ideas change. People don't.'"
https://lnkd.in/dqmXHZWY
Feeling stuck on when to launch your product? 🚀
Omer Gartzman, our brilliant Senior Director of Product Management, recently shared some invaluable insights on the 'Startup for Startup' podcast. He discussed how the journey of product development, especially with AI-based products, is never truly "complete."
However, with the right tweaks and tools, you can expedite your release and gather crucial feedback for meaningful impact.
Curious to hear more? Dive into the podcast episode here-->
https://lnkd.in/ezVbqakY
Interested in mastering the art of scaling? Dive into our latest article that summarizes a captivating podcast episode from "מפתחים מחוץ לקופסה," featuring Eitan Revach, Cloudinary's Software Architecture and Scaling Expert.
In the episode, Eitan discusses the crucial early days and current practices at Cloudinary that have propelled our valuation to $2 billion. He shares firsthand experiences and valuable tips on managing massive traffic, optimizing databases, and ensuring resilient infrastructures.
👉 https://lnkd.in/d8HWDiBa#Cloudinary#Scaling#TechTalk#StartupGrowth#Podcast
What gives Ido Neeman CEO Firefly, strength to continue to build after the loss of his co-founder Sefi Genis?
It's simple,
The goal now is to build a great company and make Sefi Genis memory everlasting.
Link to the full episode in the comment.
Am Yisroel Chai
Practice. Do everything the best you can.
God looks at the heart. If your heart is to follow God, be a light in your business, and walk in HIS power, God will honor that!
Watch full episode here: https://lnkd.in/gNSefnx8
This brilliant episode of Amit Varma and Ajai Shah's brilliant podcast Everything is Everything hit closer home as I have worked all these years in EXIM and continue to be involved deeply in it even in my current supply chain role in Africa (Zimbabwe).
https://lnkd.in/dRhv8ggk
While the episode examined the move away from the PPP model for funding of road/rail/port works, I would like to look at the central question - why goods exports haven't grown as fast as services exports - from a different perspective and focus on the product that is being exported itself.
Remember the innovation that HUL pioneered to power explosive growth in India in the 90s? Yes, the 1 rupee shampoo sachet.
The 1 rupee sachet is a microcosm of the Indian economy. Which houses a large population but a large proportion of which in turn has limited purchasing power.
Maybe I haven't looked hard enough so far in my stint in Zimbabwe but I haven't come across an equivalent product for hair care here! Just in case, I checked the catalogue of a supermarket chain here before typing this post!
This does mean that whatever you find in supermarkets in Zimbabwe caters to a relatively small proportion of the population compared to India.
But, this also means these products are less customized and are more easily sold across countries.
That is, the quality has not been compromised to match a price point. I know that when I leave this country, I will leave behind with a heavy heart, access to fruits, for instance, of a quality I cannot find in the best shopping outlets in India.
And this is why the core idea behind the Re 1 sachet holds back goods export growth as much as it propels domestic consumption growth.
We have embraced 'Made for India' to a degree now that perhaps what sells in India is not deemed fit for sale in a faraway market abroad (especially if said market is a developed nation).
When I was with Tata Motors, I remember the then CV Head Ravi Pisharody emphasised the need to move from making Made for India to making world class products in India.
Embarking on this journey is a must for India to conquer the final frontier of goods exports growth.
But it's easier said than done. The Indian car market share of Toyota or Honda - renowned worldwide for unmatched reliability - continues to languish, not making a great case to build that kind of reliability for the domestic consumer.
Thus, this journey will require not only a push from the manufacturer's side but a pull from customers with the requisite purchasing power. They/we need to demand, as an example, world class automobiles and not accept 'chalta hai'.
The more the aspirational market decouples from the chalta hai market, the easier it will be to sell the same products in both the domestic and the export market.
to imitate! 😍