When we found product-market fit, the questions from customers shifted from general interest to specifics about pricing and purchasing, indicating a strong desire to move forward with us.

I was one of the first ten employees and the first product manager at Wiz, which initially didn't have a clear idea when I joined. Six weeks after I started, we pivoted to focus on cloud security, which turned out to be a significant shift for the company.

The key to our Series B was proving we could consistently switch customers from the manual operational work of legacy privacy software to our automated solution, demonstrating our ability to capture market share.

A pivotal moment for us was deciding to transition from a project management tool to a multi-product company built on our platform, responding to how users were leveraging monday.com for various applications.

My role evolved from being hands-on in the early days to focusing on hiring and maintaining company direction as we scaled.

Investors were supportive when I decided to pivot from our game store after realizing it wasn't worth the investment, showing their confidence in our ability to figure things out.

I pivoted Salesforce's entire focus to Agentforce based on customer feedback, demonstrating its significance for the company. I constantly ask myself if I'm doing everything necessary to make Agentforce successful.

When I moved into the CEO role, I had to be clear on our purpose and the values and culture we wanted to instill in the organization.

Having a clear product vision helps in deciding whether to integrate customer-requested features or maintain focus on the core product direction.