Oren Zeev, Founding Partner at Zeev Ventures, shares his one-man VC experience, and lessons from investing in so many successful companies. Oren reveals the secrets behind his renowned Silicon Valley builder-investor approach. He also gives his perspectives on the dynamic role of a VC in supporting founders, as well as his thoughts on trends shaping the venture capital industry.
Oren Zeev, Founding Partner at Zeev Ventures, shares his one-man VC experience, and lessons from investing in so many successful companies. Oren reveals the secrets behind his renowned Silicon Valley builder-investor approach. He also gives his perspectives on the dynamic role of a VC in supporting founders, as well as his thoughts on trends shaping the venture capital industry.
In this episode, you’ll learn:
[4:20] The essence of being a VC lies not in having strong opinions, but in serving as the strongest support system for founders.
[6:30] Why great VCs refrain from saying: "Let me know how I can help you."
[12:06] Ultimately, a startup’s success depends on the compelling nature of its product(s).
[16:30] Don’t rely solely on a candidate's provided references when recruiting.
[20:25] For founders, unsolicited advice is unnecessary.
[25:57] Venture capital is not broken!
The non-profit organization that Oren is passionate about: ICON
About Oren Zeev
Oren Zeev is the founder of Zeev Ventures, a one-man VC firm that invests in growth-stage companies. He also serves as a board member at Houzz, HomeLight, Tipalti, TripActions, Next Insurance, among others. Oren is a former board of Audible (went public and then acquired by AMZN) and of Chegg, (NYSE: CHGG) where he was the main investor and one of the two main early backers respectively, a former board member of RedKix (acquired by Facegook) and a former chairman of Loop Commerce (acquired by Synchrony Bank). Prior to that, he was a general partner at Apax Partners from 1995 to 2007.
About Zeev Ventures
Zeev Ventures is a Silicon Valley-based early-stage venture fund that invests in technology, financial, e-commerce, and consumer service sectors. Its portfolio companies include: Trustmi, Sentra, Caramel, ShipIn, groundcover, GrowthSpace, HomeLight among others.
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At some point I noticed that he's using the past tense more than I would expect when he's talking about this person. "I asked, why are you using the past tense? I thought he was still there." He said, "Oh, no. He got fired two months ago. We had the nerve, by the way, to negotiate a huge signup bonus to compensate for all the RSUs that he' supposedly leaving behind."
Gopi Rangan: You are listening to The Sure Shot Entrepreneur - a podcast for founders with ambitious ideas. Venture capital investors and other early believers tell you relatable, insightful, and authentic stories to help you realize your vision. Welcome to Sure Shot Entrepreneur. I'm your host, Gopi Rangan. My guest today is, Oren Zeev, a good friend and a mentor. He is a prolific venture capital investor, a one-man VC who has invested in so many successful companies.
You may have heard of his stories, read about him, and listened to his podcast interviews in other places where he talked about how he has successfully raised funds, many funds, a staggering amount no human being has ever done before. And more importantly than that, the kind of returns he has generated for his limited partners and the unusual ways of how he has approached venture capital.
You have heard all of that, but today we're going to talk about something that we don't really hear from successful VCs because they don't like to brag how they help their portfolio companies. So I'm going to request Oren to put his modesty aside and talk to us about how he helps startups. What is value add for him? What kind of support that founders get from him that is very meaningful for them. Oren, welcome to the Sure Shot Entrepreneur.
Oren Zeev: Thank you, gopi, and thanks for having me.
Gopi Rangan: Let's talk about you. You grew up in Israel and you worked at I B M, and then eventually you went to business school at Insead, moved to Silicon Valley.
Can you tell us a little bit of that story before we jump into details? What got you into venture capital?
Oren Zeev: I got interested in venture capital just before I went because it just started to happen. It was a very early in the evolution of tech in Israel, uh, tech startups in general. And then I went to Insead already with this idea that this is of interest to me. Actually, I got interested because a friend of mine was like literally one of the first persons I knew in venture. He worked with at IBM research before he made the jump.
And then when I went to Insead, I already had this feel that I would go back to tech, and if I could I'd love to get into this industry. So I took all the relevant courses that they had and when I came back to Israel, the whole industry at that point was something like 10 funds, 20 million each. That was the whole industry. And I met all of them.
And when I say 10 funds, it's, I mean less 10 to 15 people because all these funds are one or two manager, that's it. 'cause they couldn't support more than that at 20 million. And I got a couple of offers, but the one that was the most interesting to me became from another friend who was a classmate, a good friend that in from inside, a classmate at in Insead. He's English and he got an offer from a venture capital firm, global venture capital firm called Apex, headquartered in the UK. Then he told me, "hey, they are thinking of doing something in Israel. I can put you in touch with the right person, which he did. And uh, it was a long conversation 'cause the, because it took them time to decide to do it and all that, but six months later I actually had to stall the others and then as, as I was gonna give up on them.
It came through and I basically was hired as one of the two people to start their operations in Israel, which was a great opportunity. Also, the timing was amazing. It was mid nineties, so we had all this tailwind for five years before the big bust. So anyway, that was my entry to venture.
Gopi Rangan: Why do you like venture capital?
Oren Zeev: On one hand, I love being part of really changing industries and, and creating businesses out of nothing. On the other hand, I'm probably not the right person to be in the driver's seat. I'm not the most organized person. I don't like managing people. I don't like being in an organization so, It's kind of like the perfect thing for me because on one hand you can really be involved in big things and on the other hand you can keep your doing it in a very, very simple way.
Not part of a big corporation and so I think that this combination of two things really was appealing to me.
Gopi Rangan: So you like the habit of forming very strong opinions and acting on them, but at the same time, you also get to keep your independence, so you get to do what you like to do and say no to things you don't want to do.
Oren Zeev: Yeah, and actually I don't think of myself as someone with very strong opinions. I have strong opinions on how I do things, but when I'm interacting with a founder, I actually don't assume that I know better. I almost never have strong opinion about what they need to do. The only way for me to have strong opinions if it's the same opinion as the founders, in my case at least, I don't think it's about having strong opinions, but it is about being the strongest support system I can be for the founders, whatever that entails, and help them increase the chances of success and also help them make the journey, which is a very long journey, typically just more enjoyable because one of the things that wear out founders, I've found, is constant and unnecessary pressure and grief that they sometimes get for some, uh, investors or board members. And many times it's come out of insecurity, not security of all those investors or board members . So I try to just be a very unconditional support system for the founders.
Gopi Rangan: So you form high conviction and you believe in things before other people. You don't look for social proof and those things often people aren't able to do in larger organizations, whether even, even it's a venture capital firm or a regular large company.
And as an independent vc, you have that freedom when you enjoy that. Let's talk about value add. You have helped your portfolio companies. You want to be the strongest sup support system. I wanna ask you this controversial thing that comes up often. Let me know how I can help you.
What is wrong with that statement? It's actually become a meme.
Oren Zeev: And you know what? I hated this statement before it became a meme. So I was actually glad to see it become a meme. It's almost like if you need to ask, you probably don't get it. Because when you ask it like that, typically I think it's more, I think To me it's a question of mindset.. My mindset is constantly, how can I help these companies? And it's not necessarily when I see the company that I'm thinking, how can I help them or I ask them how. No. Almost every meeting that I have, no matter the context, no matter what's in their side, in my head, I'm, I'm thinking is there any one of my companies that can benefit from anything that this person can do. Any connection that this person can help with?
Just from this week, I'm meeting a candidate, a CFO for one of my companies.
The person batch reference that person and also help persuade this person. But even if this is the main reason, there's no reason why I'm not gonna carve out two minutes at the end and see if I can get introductions for two or three of my companies that. Actually still to the office of the C F O. So it's, it's an example, and this is I think from yesterday, but I can give like five such examples from the, from this week alone.
So obviously it's more relevant to the B two B companies, at least with customers. It's. With customers, obviously it's, you can only help B two B companies. You cannot really help B2C customers. Two B2C companies with customers, but almost meaning that I take trying get something. One of my.
Gopi Rangan: You are actively involved with your founders.
You observe what they do, you try to find things that they might need help with. Then reach out to your network to see who can help those companies. And you're constantly watching for this, and it happens every week. And you've given a few examples just from this week. What are the top two or three areas where you help your startups?
Oren Zeev: The first customers are going to, uh, help you get to product market fit or not. And it's not easy to get them necessarily. So if you can, you know, out, out of the first 10, 20, 30 customers, you can bring a significant amount of them, that's real help. And I know enough people that are in, and I'm not shy about asking these, asking because. If it was the other way around, I would be happy to do it as well for this before anyone that I ask. So it's a two-way street.
So that's the area number one. Area number two, which I also alluded to, which is arguably even more important, is recruiting. Because at the end of the day, you cannot be successful unless you build the right team and a strong team. So the way for me to be helpful on the recruiting side is, I think where I probably do more than anyone else that I've seen because I do interview typically the finalist candidate with two objectives; vet them and help persuade them. And this is something that's pretty standard. I think most investors do it. I take any such finalist candidate as a challenge in terms of finding ways to get back channel references on them.
And because I've been doing this for almost 30 years, so I have significant network and people will typically take, take my call. And by the way, sometimes even if they don't really know me, because they know of me, they'll take the call. So it doesn't have to be directly, doesn't, I don't need to know someone who knows that person.
I would just get to someone. Who knows someone who might know that person and ask them to ask them and they'll do it. So most of the time if, if the candidate was with a venture backed company before, probably I'm gonna be able to get to a few of action references. You know, if they worked at, uh, I know COLA before, maybe not.
So that's number two. And that's super important because, you know, even it's not just doing the work. People may tell me things that they wouldn't necessarily tell someone that their name is less well known. So maybe if the CEO called this person, maybe they wouldn't get this the same answers as if I got to the person who was giving the best strong references, but I got to him, even if I didn't know him, I got to him through someone very senior who told him, listen, I'm really asking you to give it to Oren as it is, I'm more likely to get references that's closer to the truth. So that's super important because if you help the company avoid a bad hire in a critical role, you save them a year because it takes a few months before you understand that you made a mistake and then a few months to try and then you realize that you can't, and then you fire them. But then you also need some time to find a replacement and onboarding new person. It's more, less a year. And if you made this mistake with a, the, the chief marketing officer or the C whatever, you know, um, vp, whatever it is. So that's important extension of.
Maybe, um, in later stages, potential buyers, potential advisors, that's an extension to recruiters. You know, you know what? You have a problem with, uh, the product. I'm not a product expert. I cannot help you with questions that you have, but I know this two or three people have a lot of experience in the, you know, specifically in this.
And, you know, they'll, And if they get the phone from me again, they're probably busy. They have alternatives, but there's a better chance that they'll take on this first, the meeting, but also take their time to help this company if, if the request came from me. And finally, I think that future fundraising, you know, I typically quarter, you know, it depends on the founders.
It's whatever in all these things, by the way, depends on whatever they wanna, I never try to dictate anything but future fundraising, I typically really help. Quarterback the process and when I, obviously I know the potential investors. I know the right partner within the firm is likely to be for that company and nobody's gonna invest in a company because, I told them so because I made the connection, but they are gonna prioritize it and clear the, the calendar and take the meeting sooner than later.
So it's gonna help, but still at the end of the day, they're gonna back the founders. So the end of the day, the founders still have to have a compelling case for.
Gopi Rangan: So you help companies find customers. B two B companies are a lot easier because, you know, other customers are all other companies. B two C is a little harder, we can help with other things for the company. Yeah. You help with the recruiting, mainly back channeling on the candidate to confirm that he or she
Oren Zeev: also persuasion, you know, the ability, you know, you talk to con candidates who have alternatives. 15 years ago, 20 years ago, I, I was much less credible if I looked someone in the eye and I told them why I believe this is going to be a huge success because I was just much less credible than I'm today. Today I'm much more credible then, by the way. I wouldn't say it if I didn't believe it.
Gopi Rangan: In recruiting, you can help with back channel and you can also help with winning the candidate when the candidate has multiple job offers to choose from.
And now of course, various other things like advisors and partnerships and channels and various other things. And of course, The last thing that is also very important is fundraising. Yeah.
Oren Zeev: And on top of all that, there's also generic board level advice, but that's, again, that's pretty generic. The fact that I have this experience.
I was at a board meeting two days ago, and one of the board members was talking with very opinionated man, you know, like, No doubts or they had no doubts. And what I was thinking, and I often say it to the founders, is there really is very little correlation between the level of certainty that an investor have and the validity of their point.
So, Many of us, I think, feel that we need to communicate to convey confidence in whatever opinion that we have. And I think that this confidence is very often unwarranted because at the end of the day, the farmers do know better. There are closer. To things and just because we have one or two data points in a, under a totally different circumstances, maybe, maybe in a different time, different company, different market, maybe some, you know, I think we, one mistake that VCs may is to extrapolate from one or two data points and then have like real certainty that they know the right, they have the right answer.
And this is what I meant by actually the importance of not having too strong opinions.
Gopi Rangan: Your, uh, high conviction in these founders, you are. Well, since you have that, you are able to credibly go in front of a candidate and tell the candidate that now why you believe in this company. Yeah. And if you didn't have that kind of high conviction, it'll be hard for you.
Or any VC who doesn't have that kind of conviction, it'd difficult to convince a smart candidate to choose that offer. Can you give a couple of examples how you helped one of your startups get a customer or help convince a candidate or do back channel and perhaps even prevent from a bad hire?
Oren Zeev: You know, the examples are not particularly interesting. When Navan started out, for example, the product was still very basic. We really needed, uh, companies to trust us that will take care of their travel. And obviously at that point we could only get really small companies. The easiest is to start with my own portfolio. And then anyone I meet, I ask for a favor. For example, I met a fellow vc, and they asked for advice on something and I was generous with my time, uh, which I usually am.
And then at the end I said, you know what? It would be great. Can you help me? This is a little bit, a little bit. This is not at the very beginning. This is a little bit later. Can you help me? Do you have a company that you're close to the C F O and you can maybe introduce Navan to. Back then it was called TripActions, and that's how, for example, they got Canva. That's how they got Zoom. That's how they got. Early, that's how they got boxed. In the case of the other two cases, I didn't even know the right people there, but I asked them to make the connection and the many, many more.
I don't remember many, many other names of similar customers. I can give the same example with other companies, with candidates. Actually I do have a story That is interesting. Alright, let's get into it. So I don't wanna even mention the name, but one of my most visible companies, we had a final candidate for very critical role, probably the most important role after the founders at that point in time.
This is after he passed the diligence of the recruiter, the diligence of the other top tier VC and what have and the founders. But we couldn't talk to his current company 'cause he was still working there, by the way.
Which is a typical problem when you hire someone who's in a company. You cannot, this could be the most relevant role and they may have been doing it for the past few years and you cannot really get credible information. But that 'cause they tell you, you can't ask there, which understand am I.
I, you know, I basically hacked through LinkedIn and whatever. I managed to find someone who had left that company a few months ago who was connected to someone else I knew. Okay. I didn't even know this person. Okay. Anyway, I get to him. As I said, the, the same thing always doesn't, they're happy to take the call and, you know, I, I, I talk to him and.
Sounds pretty balance. And then at some point I noticed that he's using the past tense more than I would expect when he's talking about, uh, this, I asked, why are you using the past tense? I thought it was still there. Said, oh, no, no. He got fired two months ago. We had the nerve, by the way, to negotiate a huge signup bonus to compensate for all Thers supposedly living behind.
This is after he got fired. By the way, even.
And told him, no, you can call now the c e o of the company. And by the way, I don't know, he probably was hoping that we're not. And at some point, obviously he, um, he started crying, et cetera, et cetera. So now this is a huge, uh, I think you say for the company, think about it, you know, hiring someone based on what we would be like in this case, actually, we probably would've.
Learned about it two, three months later. Uh, and then maybe, I don't know what we would've done then. Fired that person. Anyway. An interesting example, like to go the extra mile to get to the right batch reference and not rely on, I could have said, oh, you know, these guys, and this is a big name, big name.
This is these guys. All, or the veted, them and this guys and the recruiter and the founders. I didn't have to do the work, you know, I couldn't find excuses, why not? And uh, but I still did it and
Gopi Rangan: you saved a year of effort to
Oren Zeev: problems. That was a more juicy story. Yes, it's less dramatic, but still they're interesting stories
Gopi Rangan: sometimes.
It's very difficult for startups to recruit high quality candidates and they often take risks. Some risks are just not worth taking. This is a dramatic story, especially when someone misrepresented their employment details.
Oren Zeev: Right, right.
I think the accurate word is light. I don't think. Yeah. This is more than misrepresent. Yes.
Gopi Rangan: This is blatant lie. And they continue to defend it at to some point. Yeah. Yeah. And you don't want to bring on a candidate like that when you're trying to build authenticity and honesty as a cultural value in the company.
This goes against the grain and it is not possible to find these details easily. Unless you proactively take interest in doing background check, and especially when you can't call the employer directly and ask for reference, you have to do it in a, in a quieter way, which doesn't disrupt the candidate's current position.
And you are very mindful of that. Those things are very difficult for founders to do by themselves. 'cause they have a job to run the business. Yeah. Yeah.
And
Oren Zeev: the mistake that sometimes experiences. With two or three references that, or five references or whatever that the candidate provides. And you know, anyone can find three or four people would say good things about it.
So you have to uh, you have to really push because at the end of the day, many people are really good at selling themselves. I do not trust my own ability to vet people. Just because I'm so experienced that just by speaking to them, with them, I'll really understand exactly what the strengths and weaknesses are.
Yeah. Sometimes you do, uh, more I than maybe 20 years ago, but still the best way by far to really learn about a candidate is these batch.
Gopi Rangan: Many VCs have good intentions, even good VCs, they want to help. So they're actively looking for a way to get involved. That becomes a trouble sometimes. Do you ever encounter the situation?
When do you back off?
Oren Zeev: No. I never encounter the situation because to me, the line, the boundaries are very, very clear. I only help when my help is wanted, and if a founder prefers to speak with me once every three months or not at all for that matter, rather than board meetings. That's okay. I don't take it personally.
Don't take offense. I don't think that because of that they'll necessarily fail. And you know what, I have actually a, a funny story about that as well. One of the early rounds at Tipalti, we had two offers. One was a brand name vc and the other one was a no-name family office. And the family office guy basically said, You know, we don't need to be on the board.
And, you know, if you need anything from us, ask us. And if we can do it, we'll do it. But, you know, we don't know that we can promise anything and, uh, and we're not gonna, you know, we're not gonna bother you. The VC said we're gonna have a weekly, I'm gonna really help you be successful. We're gonna have two hours a week session.
I'm gonna teach. Guess who the founder of the party chose. It was a very easy decision for them. Very easy decision.
Gopi Rangan: The founders want help, but they want help when
they
Oren Zeev: choose to. They want, that's when it's forced by someone else. And, and you know, there's a gap between what the VC might think is help and what the Yes, uh, founder perceives as help. And in my mind, You know, just like people say, the customer's always right.
In this case, the founder is always right. Even if I think that my advisor is great, if the founders doesn't value my advices, great. They're not gonna follow it anyway. So it's just a waste of their time. So I want them to only talk to me if they wanna talk to me. If they prefer to close a candidate without, I think that can help with batch references in in other ways.
But if they prefer to, uh, close down with that, be fine. It's their decision, it's their company. I'm, again, I'm not going to be offended. Same thing with any advice that I give. I'm totally detached. First of all, I, I'm totally detached with from whether or not the, uh, the founders took my advice or not. I don't take it as the, as the.
Gopi Rangan: I don't think you don't get upset when founders don't follow your advice, and even if you think that they're, even if I think they're
Oren Zeev: wrong about it, by the way, they may not be wrong. I, as I said, I don't have strong opinions to begin with, so, but even if I thought they
Gopi Rangan: were wrong, how much time do you spend on value add compared to fundraising for your own funds, sourcing deal flow, winning deals against other competitor VCs.
Oren Zeev: Actually a lot. You said before every VC wants to add value. In theory it's true, but you know what, most of 'em are really busy and part of the reason why they're so busy 'cause they, there's a lot of internal stuff and the larger the partnership is, the more internal stuff there is. And I can write a book about it because I spent my first 12 years in such a partnership and back then Atex. And by the way, back then I don't think I was particularly helpful, or at least not more than average to founders. So I just have a lot of free time.
So if you were to split roughly, I know you're not, I think most of tracking most
of the time, because I don't make too many investments. I don't see too many companies, new companies, that is, I don't do a lot of diligence when I do make investments. I don't write any memo. I don't need to prepare anything.
When I do make investments, a very quick process. Typically 24 hours, 48 hours. So I would say that most of the time is spent. Now, it's also not a question of time, I don't think it's a little bit, sometimes people, people say, oh no, I add, I added a lot of money because I spend an hour here with them and an hour.
They're, you know, the actual, the best value you add to companies is typically things that don't take much time. Sending an email now, immediately, I just gave you examples. I'm meeting someone, I'm meeting them anyway, and in the last two minutes I asked for introduction and, um, and I, I try to, at one useful introduction for one of my company from each meeting that I.
Doesn't take any time I was making, I was having these meetings anyway, not to mention sending emails, not to mention, for example, fundraising. How much time does it take to go over a list of, uh, investors write, uh, you know, choose how many we're gonna address and then, uh, send them an email telling them why they really should meet this company, s a p, because it's compelling much.
And, and the, and, and the opposite is true. Sometimes you spend too much time with a founder, you waste too much of their time. And the value that's supposed is supposed to come out of it is, doesn't compensate the founder doesn't make up for the time that you wasted for the founder. So I do spend a lot of time, but I don't think it's more of a, that's why I said it's more of a, a mindset thing.
You know, I drive, you know, many of these connection phone calls I make when I, for example, from the car. To me, it's all about the results. 10 introductions. Unless something came out of it that didn't add value. Maybe yes, because maybe they got some feedback, but at the end of the day, I want them also to become customers.
I also.
Gopi Rangan: So you keep these topics in mind, they're fresh and they're always top of your mind. When you meet someone, you quickly jog through, what question can I ask this person? Or what favor can I ask this person in the final two minutes that would be most relevant for which company and for what kind of use?
If it's relevant for that person also who you're asking favor for, they would be excited to follow up.
Oren Zeev: First of all, well, It's always relevant in the sense that they wanna do me a favor. No, no. This is Silicon Valley culture. Also, Israel culture maybe in other places is different. But you want the other I, I see as I give someone an opportunity to do me a favor.
And by the way, see the other way around. The same thing. If someone asks me for a favor, I see there's an opportunity to do me a favor. Right? But at the end of the day, it doesn't have to. This is the person who makes the connection, but the actual customer. It has to be compelling for them as well.
Otherwise, I didn't help anyone because you know, if I am pushing someone something, it really is not a fit. Even if they're gonna, you know, do me the favor and take the meeting, uh, I didn't help them. I didn't have, I didn't help the company. They just wasted time. So, yeah, of course, that's why I. Enough companies that, almost any meeting with anyone I can think of, okay, this could be relevant to this, but you know, I have, uh, I'm not, I'm trying not to abuse the people that I ask for favors and always happy to do, to reciprocate or not even to, or to do it without even expectation of anything back.
Because it's karma.
Gopi Rangan: We're coming towards the end of our conversation and I, I often ask this question to many VCs, the industry is going through a lot of changes. What is one thing that you'd like to see change to make this industry better?
Oren Zeev: In general, I do think that yes, things change, but also a lot of things do not change. The fundamentals don't change that much as people think or talk about. And at the end of the day, I think this industry is working. I know it's very popular to say this is broken, this is broken.
Founders are taught to start every representation by. X is broken, here's how I'm fix it. And you know, many people like to, many people sometimes try to argue VC is broken. This thing's, I actually don't think it's broken. It's working. It's been working for the past 50 or 60 years pretty well . Maybe AI is gonna break it, maybe other things are gonna break it, who knows. But for now it's actually, and and the fact that there is a cycle. That's what I was gonna say. It's always been cyclical. Always. And there's a clear explanation why cyclical. And the fact that cyclical is not a problem in itself.
It's not a problem that every now and then you'll have times of exuberance and then there'll be, you know, maybe some kind of a depression, you know, recession, depression, whatever. That's okay. There's opportunities in the down cycle and the up cycle.
You just need to play the game, right, and take advantage of the opportunities when they. So I'm less of a revolutionary from that perspective. Okay.
Gopi Rangan: I wanna ask you about your community involvement. Sure. Is that a nonprofit organization you are passionate about? Which one? Yeah.
Oren Zeev: Yeah. So I forget when, 'cause it's been a while, but, uh, 6, 7, 8 years ago I helped start an organization called ICON – a non-profit organization - with the idea that we're gonna help Israeli founders in the Bay Area help the bridge between Israel and the Bay Area. Silicon Valley, we extended sense, but that, that's still the core. The best decision we made was that uh, one of us agreed to lead and she turned. And she is the leader of the organization myself as a co-chairman since the beginning, but it's really made a difference. Really played a huge role in helping large number of companies others succeed. And by the way, we operate through relevant connections and events and uh, and content and things like that.
And the only reason we'll do it is to pass it forward
Gopi Rangan: basically. Thank you very much for spending time with me. Thank you for sharing. Very exciting, very insightful, and stories that are rarely spoken about where we can all learn from. I really appreciate your sharing your wisdom. I look forward to sharing your nuggets of wisdom with the world.
Oren Zeev: Thank you very much gopi. This was fun.
Gopi Rangan: Thank you for listening to The Sure Shot Entrepreneur. I hope you enjoyed listening to real-life stories about early believers supporting ambitious entrepreneurs. Please subscribe to the podcast and post a review. Your comments will help other entrepreneurs find this podcast. I look forward to catching you at the next episode.