Saar Safra

Beewise is the first and only AI-powered Robotic Beehive for the Pollination and Honey production industries. We at Beewise are allergic to manual labor and therefore developed a comprehensive platform that allows remote upkeep of bees. The outcome is dramatic: for the first time in history, Beewise has demonstrated a proven ability to save bees and prevent colonies from collapsing, at scale. My main responsibility in the company is to motivate: - Candidates to join our journey - Investors to back us financially - Employees to leave their guts on the floor, and never forget to enjoy the journey - My family to keep looking at pictures of me so they don’t forget what I look like...

Uprise is a platform to take action on Causes. The premise was simple: democratize political fundraising and allow people to focus on results (Causes) rather than individual politicians. Eventually we were not successful in hitting our success metrics (reaching the hockeystick quickly) to penetrate the market deep enough and closed down the operation end of 2017.

I volunteered to help the JDS reach its financial goals. My main responsibility was to develop a strategy and plan of sustaining the school's financial stability. In my first year the school achieved a 100% parent participation rate in the yearly fundraiser (a first ever for the school); and the case has been the same ever since due to the processes and procedures we established.

- Responsible for Business Development efforts related to Portals product - Owned the sales quota for Portals Product line - Owned Product Marketing for the Portals product line - Managed a team of 2 Product Specialists (Product Sales Executives)

I co-founded ActiveBuilding with the premise of being an independent, sustainable organic business. We bootstrapped the business, did not seek external funding, and were debt-free at all times. - My initial responsibility was to build out the Sales organization. By year 2 the team included 3 professional sales executives achieving over $1m in yearly sales. By year 4 we were at ~$3M in yearly sales - I then managed the Customer Success team (4 professionals). We streamlined and automated customer on-boarding; created a video-based training program and transformed the Success Team to focus on value-add consultative services. - Later I led Business Development and oversaw our Platform Strategy. I laid down the strategy that would evolve the company from a classic B2B SaaS provider to a platform that can accommodate 3rd-party developers. Acquired by RealPage (http://www.realpage.com) Oct 2013

- Responsible for transition and integration of (recently acquired) Rich Media products and expertise. Atlas Rich Media (ARM) is still utilized today by Microsoft for select Rich Media campaigns - Led Business Development efforts relating to Rich Media advertising (M&A, partners). After evaluating potential partners, we partnered with one (MediaMind) to help execute Publisher-side Rich Media campaigns. - Identified internal opportunities that would benefit from and integrate with the acquired Rich Media products.

- Incepted the Rich-Media department at Atlas (division of aQuantive); responsible for vision, execution and owned the P&L. - Built a team of ~30 professionals out of which Product, Customer Success and Design reported directly to me (Sales, Marketing and Dev dotted-line reported to me). Hired and maintained a strong team in place (churn < 3%). - Grew revenue from $0 to ~$17M in 3 years, while maintaining healthy margins (>30%). - Atlas Rich Media was ranked as the 3rd meaningful Rich-Media provider in terms of market share (revenue) out of over 10 providers. Acquired by Microsoft Aug 2007

- Responsible for Product Strategy and Product development. - Lead online advertising at the time through innovation and IP (both technical - patents, and business-related). - I was key in the company’s financing, and material to the success of the company’s acquisition. Acquired by aQuantive - April 2004

- Lead Product Strategy; R&D, Customer Support and Product team reported directly to me (~50 employees) - Lead 3 successful financing rounds (including one bridge loan). - Achieved key strategic agreements enabling the execution of our strategy and innovative product line. - Generated a $70K monthly run rate. - Eventually we were not successful in generating enough revenue to become cash-flow positive - We were not able to raise further capital due to our lack of profitability (and the 2001 financial crisis didn't help). Eventually the company became another member of the dot-com graveyard of 2001.

Lead business and technology aspects of Amdocs’s first WAP and Internet enabled phone directory, a market leading product that enabled users to search, browse and complete online transactions via mobile devices. • Championed the technical design, execution and delivery of Amdocs’ Yellow Pages Directory access via mobile devices. • Led a cross-functional effort in the successful delivery of first to market IYP access via mobile devices. • I was an active member of Amdocs’s General WAP Strategy Committee and eCommerce Strategy Committee.