“Gil is very sharp and goal oriented person, capable of overcoming difficulties and obstacles along the way and coming up with creative solutions for unexpected problems. Gil has a unique ability to learn new disciplines in a very short time and implement the theoretical knowledge into the day-to-day activity. It was an honor to work with Gil and see her in action.”
Activity
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רוב מה שנכתב היום על AI בעולם ה-Product נכתב על ידי אנשים שלא באמת בונים ומובילים מוצר בסקייל ענקיים. ביום ראשון האחרון, 20 מהאנשים שכן, אלה שמובילים…
רוב מה שנכתב היום על AI בעולם ה-Product נכתב על ידי אנשים שלא באמת בונים ומובילים מוצר בסקייל ענקיים. ביום ראשון האחרון, 20 מהאנשים שכן, אלה שמובילים…
Liked by Gil Vind Picciotto
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Three years running at ProductX but This year feels different. We are finally shining a spotlight on the engine room of our industry with a panel…
Three years running at ProductX but This year feels different. We are finally shining a spotlight on the engine room of our industry with a panel…
Liked by Gil Vind Picciotto
Experience & Education
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Tipalti
View Gil’s full experience
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Publications
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Feature, We Need to Talk
Reversim 2018 Ignite Talk
See publicationMany times we, as Developers and Product Managers, see features or products that aren't being utilized well, or don't fit in with our product or engineering vision, but we keep them just because they're already there. In this session I will introduce signs to identify when it’s time to let the feature or product go and share best practices on how to "have the talk" with the feature. We will review examples of companies who removed features/products and show how, in many cases, removing features…
Many times we, as Developers and Product Managers, see features or products that aren't being utilized well, or don't fit in with our product or engineering vision, but we keep them just because they're already there. In this session I will introduce signs to identify when it’s time to let the feature or product go and share best practices on how to "have the talk" with the feature. We will review examples of companies who removed features/products and show how, in many cases, removing features improves your product, your offering and you.
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A World without WhatsApp's Blue Lines
Reversim 2017 Ignite Talk
See publicationSometimes, the smallest features are the ones that make the biggest impact. Then why do we, as product managers and developers, keep pushing these small items to the bottom of our priority (after larger agendas that we feel are more important)? Why do we keep delaying these small items from sprint to sprint? In this session I will present examples of "small" features that became major game changers, provide tips for product and engineering on how to give these features the attention they…
Sometimes, the smallest features are the ones that make the biggest impact. Then why do we, as product managers and developers, keep pushing these small items to the bottom of our priority (after larger agendas that we feel are more important)? Why do we keep delaying these small items from sprint to sprint? In this session I will present examples of "small" features that became major game changers, provide tips for product and engineering on how to give these features the attention they deserve, and by that ensure we don't live in a world without WhatsApp's blue lines .
Patents
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Budget distribution in online advertising
Filed US 20140379464
A method for budget distribution in online advertising, the method comprising using at least one hardware processor for: receiving a definition of a single advertiser budget to be spent on advertising multiple ad entities in an online advertising platform; receiving historical performance data associated with the multiple ad entities, wherein the historical performance data comprises multiple proportional performance metrics for each of the multiple ad entities; computing a health index for…
A method for budget distribution in online advertising, the method comprising using at least one hardware processor for: receiving a definition of a single advertiser budget to be spent on advertising multiple ad entities in an online advertising platform; receiving historical performance data associated with the multiple ad entities, wherein the historical performance data comprises multiple proportional performance metrics for each of the multiple ad entities; computing a health index for each of the multiple ad entities, the health index being a weighted average of multiple components comprising the multiple proportional performance metrics, wherein the multiple components are each monotonic with respect to spend; and proportionally distributing the single advertiser budget between the multiple ad entities, based on the health indices of the multiple ad entities.
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Giora Gil-Ad
And voila, your 2026 revenue targets are already in play! Israeli startups are phenomenal at building product. Global hiring is where too many lose time, burn cash, and miss targets. Not because the talent doesn't exist. Because the search is approached like a transaction instead of a strategy. Here's what we see at CQ Global again and again, when Israeli teams try to hire their first U.S. or European commercial leaders. *You hire for logo instead of fit to stage. *A scale leader is not always the right leader for zero to one revenue motion. *You focus on titles instead of defining outcomes. *VP Sales can mean builder, closer, manager, or all three. If you do not define the job, you cannot assess it. *You rely on inbound and your network which are limited. *You don't build a realistic achievable target as part of the search process. *You rush to “fill the seat” and forget the cost of being wrong. *You underestimate cultural and market nuance. That is not a pipeline. That is hope. And hope does not build a GTM team. Messaging, pricing, sales cycles, buyer objections, and even what “good” looks like changes by region. A miss-hire in a key commercial role is not a delay. It is a reset. Doing this better takes experience, attitude, depth, and precision. Treat the search like a partnership, with full transparency, honesty and speed. Build for the org you'll be in 12 months, not the org you are today. Clarify the role with precision and align all stakeholders. Benchmark comp and equity by region and stage. Map the real market, not the obvious names. Remember that the best people are not looking proactively. Assess for stage fit, operating style, and repeatable performance. Design an interview process that predicts outcomes. Drive closing with clean expectations on both sides. If you are an Israeli CEO building outside Israel, the question is not “Can we hire globally?” You can. The question is "Do you have the depth, clarity, knowhow and experience to find the best people? If you're planning a first U.S. AE, VP Sales, CRO, or regional leader, or are growing/upgrading your U.S. team, tell me what stage you're at and where you're hiring. I'll be happy to analyse your commercial/GTM challenges, share the three biggest pitfalls to avoid and map out the main success factors that can make a difference! #GlobalHeadhunting #ExecutiveSearch #GTM #SalesLeadership #IsraeliStartups #ScaleUp #TalentStrategy #BusinessSuccess
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