Transcript: Planning a Year in a World That Won't Sit Still: Q4, Storytelling, and Resilience with Tehila Adika

Eyal David: [00:01] Hi, this is Eyal, you're on Product Builder. We're already starting the episode, but before we do, please hit follow on Spotify or subscribe on YouTube and help us reach more ears. Alright, let's begin. Tehila, what's up, how's it going? So great that you came — literally straight from a taxi right into a meeting, because it's Q4, planning season for sure. So a moment before we get into the topic of the episode, tell us a little about yourself.

Tehila Adika: [00:28] I'm Tehila, as you said, I'm thirty-four, I live in Tel Aviv, originally from Jerusalem. One of my hobbies — I love to surf and I love that lifestyle. I'm a product manager at Elementor, a senior product manager leading a pod. a business one that basically adds additional products. And I actually came into the world of product management from a place where I was an instructor in the army, from the training world; I entered as an information systems analyst — it started from those worlds, actually. And there I discovered that I really love the seam between customers and their needs and solving problems. As an instructor I would sit a lot with developers even when I didn't need to at all, and I really loved that world. So they called it an information systems analyst. Over time I understood that I want to touch more customers, not just in Israel — I'm interested in touching as many users as possible around the world and having an impact worldwide, because my impact had been very closed off and minimal within information systems and digital. After that I joined my first real startup, in 2019, called Homies, which back then was a social media platform for immigrants around the world. That was basically my first foothold in this world. Back then there were juniors — it used to be a junior product role; today that's a bit forgotten because there are fewer of these economic shifts and so on. There, for the first time, I really touched all the possible users around the world — I was exposed to languages, to segments, to real data. And that's it, I moved through a few more companies since then. At Artlist I touched many kinds of users, again mainly in the B2C and SaaS worlds — that's mostly my specialty. I also did a lot of 0-to-1 products; that's kind of my passion, I really love building things from scratch, and that's really how it turned out in most of my work as a product manager — building products like that. I love optimization and of course everything related to polishing the funnel, but

Eyal David: [02:42] much more it's the 0-to-1 that's cool. So thanks for sharing that. We'll talk about Elementor — let's just say that Gal Bendek was also here, he was at Elementor, and he said 'you have to bring Tehila,' and that's basically how we connected.

Tehila Adika: [02:55] Tell us in a word, for those who didn't listen to the previous episode, what does Elementor do? So Elementor is a platform for building websites on top of WordPress; WordPress today is 45 percent of the internet, Elementor today is 13 percent of the internet. We're basically a plugin that sits on top of WordPress — we're already much more than that, meaning not just a builder or editor, we're already a platform that creates the whole experience for website builders. So as I said, the builder is basically just one area for us. I actually lead another business unit — we're right now in the middle of changes into a business unit of products that help the web creator at the run stage. We mainly deal with build, run and grow; our unit basically deals with grow and run. Run is more basically what happens to the user, the web creator, after they've built the site — okay, now they've handed it off to the client, but most website builders have recurring clients, meaning the clients themselves don't always know how to maintain the sites. The website builders know how to give them the accompanying products for this, and when I talk about the accompanying products it's usually knowing how to maintain the site, or to solve — to solve friction, to prevent friction, like for example performance, stability of the site, accessibility, which is basically compliance — all the things that accompany the site after the build and the maintenance stage. Let's go — I'll ask you a question that actually came from the audience.

Eyal David: [04:22] Join the WhatsApp group and really ask questions. So, how relevant is your plan-changing to our conversation — like Q4, right — how are they preparing for the drop in WordPress market volume, and how much room in the planning do they give to black swans like these? So let's touch on black swans and how you don't relate to them, but maybe we can talk a little about market trends.

Tehila Adika: [04:41] For sure. So first of all it's a question that never stops being asked, and it's a very, very hot topic. especially before GPT started coming in, and up to vibe coding, which has caught on very, very widely in the last few months. There's no doubt it's something we necessarily take into account. We think that the volume of what's happening today in WordPress and Elementor is still very, very high — that doesn't mean we're not also turning to, building, and dealing with the coming worlds and with vibe, with vibe coding — it's something we necessarily have in mind, and of course we're working on these things. What percent of the internet is WordPress — and I also have to say we're talking about tons and tons of users, and we also see that website builders, although they're exposed to the tools and use the tools, still want the control in their own hands. You understand it's 80-20, right — vibe coding takes the 80 percent for you, there's the 20 of the pixel here and going up to production, and there's still something that doesn't yet complete the whole picture. for users, and users still want to get control — meaning even if you now build it for them with vibe coding, they want the option to edit and decide and hold the site. So yes, we definitely take that into account, and we'll absolutely do things related basically to the whole experience — we see trends in the last few months. And we'll know how to mediate this to our users in a way that's both real innovation but also their option to control their own sites. So let's dive in now to Q4 — you and I talked before the recording, I said what

Eyal David: [06:29] I'm inside, like, Q4, I'm in the planning, the team — for a second, take us there — what does your day-to-day look like now in terms of your team, in terms of everything? Wow, I think this is the most

Tehila Adika: [06:43] grueling and complex period of the year, in my opinion. Product managers, identify with me. And also, just today I did recaps with our product managers to show what they felt and whether it's similar to my feelings. Yeah, it's just a quarter that's really dual — it sits on the seam between 2025 and the desires we wanted this past year, to finish the year in the strongest and best way, versus the moment you do a recap on the year and understand that goals that served us for 2025 no longer serve us. We talked about this too — that the market changes a lot and we need to be agile and change things and also resilient to changes, and to see how we how we respond to this. So things that were relevant for 2025 — we planned them for Q4 — suddenly we're looking at goals we planned for the year and for Q4 at the start of the year and we say, wait a second, here we're talking about something completely different. 2026 is a fundamental change of focus, it talks about completely different goals, talks to completely different segments within each of our goals.

Eyal David: [07:55] Take us back — first tell us, you actually mentioned that you work in rounds, meaning tell us — a moment, but actually it basically starts from management, right? What does it look like — you're talking about annual planning, right. Look, when we come to plan a year, it also really starts first with taking a moment to look back,

Tehila Adika: [08:17] and learning lessons so we can understand what we want next year — what didn't work well for us, what did but not well enough, if we're continuing forward, what no longer serves, as we said earlier. So there's some kind of moment of looking back — we do this at the end of every quarter too, it's not only at the end of the year. We come and say, alright, let's look back and see what's working for us and what's not. That's how we also know this, that we're very much in a changing pace and always on things. Also, because we're also a 0-to-1 unit, we're a lot about market fit and we check and stop at the midpoint to understand whether there's market fit here, yes or no — there are many things we do along the way, but a moment of looking back to understand, okay, this thing and really the objective we aimed at — is this what we, like, did we meet it, is this what we want, we look at that. And then basically, okay, we start talking about the annual planning. Now of course this first passes through management — management being the GMs and C-levels sitting there, where basically there's the top-down that says, this is what Elementor did this year, yeah, worked for us, didn't work for us, we think we need to focus on this problem and solve it, and these are the goals we want to reach next year, because you know, ILO and others, there's also the board, also trends, also things that are happening. And from there basically came the top-down of the company's strategy for next year — okay, this is where the company wants to go. After this part, basically we do some kind of kick-off for the pod, to the leaders, to the business unit leaders — of course the product people also lead this thing — and from there we basically start to understand how it how it comes down to us, and of course that comes from research on how we're now going to support the company's strategy. It's not only top-down, it's of course accordingly — we go out to research in the end. The KPI, there's some kind of thing that guides us, like an objective, some KPI that everyone looks at, but in the end it's the teams' job to do research and understand how my unit, which has a certain focus, serves this thing — and if my focus needs to change, what was up until now may not be relevant, and that's exactly what we do. And then we basically enter rounds. The first round is a moment to tell a story. The story of the unit up until now, when we talked about the 2025 strategy. Now we understood the strategy we want to aim at, we all agreed on it, and now how does our unit basically

Eyal David: [10:55] do its adaptation — you're basically challenging, you're challenging the story, right, as the storytelling you tell, right? What does such a process look like — do you practice on your team beforehand? What does it look like? So basically, for the sake of it, the first part we did closely with the GM, and usually what you do is

Tehila Adika: [11:16] essentially rally all the people sitting in the room to the story. So we tell the story that ties it together, but we do this work afterwards together, also in round two. It's basically going to everyone sitting in the room — who, by the way, aren't necessarily product people or business people, it could also be an HR manager, meaning a lot of people who are in management but not necessarily deep-diving into the products themselves. Beyond that, really general management — it could be a story, it could really be an HR manager. The goal in the end — and GMs, by the way, of other products — in the end we're a lot of business units, and business units also serve each other, so it's important that everyone sits in the room and sees that the strategy isn't separate, that everyone aligns to this thing. So first of all it's important to rally them, all of them, onto the story, so they won't be surprised on the day of the presentation. So it seems to me the most right thing to do is maybe to sit with each one separately beforehand, to present to them the strategy I thought of, to see that it doesn't clash too much — meaning to reduce frictions before you get to the meeting, because in the end it needs to be an hour, we want to convey the story with as few, let's say, glitches or hiccups as possible between teams, or problems that come up. Obviously that's the goal, but the goal is essentially to convey the story, give alignment, and set the direction.

Eyal David: [12:42] So for a second let me formalize what you just said. So we define a bit in the frame — we define context, we understand who the audience sitting across from us is, you said I'll go with them maybe even separately, and I travel from there, maybe even what drives this person today, what moves them, right — maybe there are also constraints for this person that would make it less effective to talk to them this way or that way — and then basically you're saying I adapt the story I tell to, basically, the different people in the room, but like, in a way that will land, and also from the feedback I got from them, I update the story accordingly.

Tehila Adika: [13:14] What does this person want to hear now, from what we've also learned in this round. What I see as a product manager facing unit owners is that the good, right thing to do is, also when I tell the story, to bring the people present in the room into the story — meaning, when I talked with the editor lead, then we understood that we want to do this and that together, that's why we decided we're doing this in my unit. Meaning it's not just to rally beforehand but also, while telling the story, to make the people present in the room feel that we're part of building the story, and not necessarily — I also make sure to essentially add as much information as I can, of course in the end there are many things that can already give us insights about this, like potential from the existing market. There are many things that are also currently there, that aren't in the beginning, in the story we tell, and we go out on the road and check these assumptions — that's what round one is for, and there's round two, because in the end in round two you expect a drill-down more focused on the research you did, the data is more certain, it connects more to the roadmap. Okay, in the second round you already expect to see a roadmap. Okay, we talked about the story, everyone said 'alright, good luck, this is your focus, focus focus focus, go for it,' and in the second stage we already present some kind of state-of-things that's more realistic about how this will come to expression — meaning these are the products we already know and this is the shift of their phase toward the strategy, whereas up until now, into the matter, our segment and our habituation in these products were I don't know, delivered — that's also not quite right — but the deliver, now the company's focus is agencies and enterprise, so okay, let's show you — we show this thing

Eyal David: [15:14] in the existing products and what we can bring that's new. So tell me, while you're — how long does this process take, and how do the feelings feel overall, how do you feel inside this, because it's like you need it already from December, way before maybe, right? What does it look like, tell us in general — we started from presenting the vision, when, after the holidays, our Tishrei holidays, right — yeah, it's clear that we obviously wanted to start this process as early as possible.

Tehila Adika: [15:43] But that's lab conditions, and there's the desire and there's reality, and in the end we're also — with the force of inertia we also also move really fast, also deal with, you know, a lot of things or campaigns that — again, that's why I say the seam between 25 and 20 — because you're so much inside the year, wanting to make it, like, mark it strongly and meet the goals we talked about. And now we need to talk about next year, and it really creates a relatively very short window of time for such research, and that's why

Eyal David: [16:22] planning a year is something that's in the realm of — I need to define a north star, right, but what I'm hearing you say — I also remember this — a lot of communication during this time, right, that's — if we talked about storytelling for a second — and to shape the message. That's what you do mainly, right — tons of meetings, tons of precision of messages, tons of stakeholders.

Tehila Adika: [16:48] It's tons of communication, and even if now, in order to produce the the right solution of the year, mainly for the sake of it there's some kind of intra-organizational focus that's a very, very big shift in order to meet this thing, it's really all the meetings — I told you I left in the middle of a meeting — it's really all the meetings, and then, you know, me as a PM also we have here the team that works day-to-day, users who really talk with us day-to-day, and we want to give them the best product, and sometimes it's really really hard to be in the current — with the team of something developing, and with the users who now want to talk with you.

Eyal David: [17:43] on the face of it, I think in any case, yes, there are always tasks you can hand out to work on — you're also really — there's always infrastructure tasks, right, this is the time of year for infrastructure tasks that you can give, things that were waiting in the backlog, characterized and also on the matter of users and their desires, right, that come up, right — maybe you can have a designer do some side project during this period. First of all, I can unequivocally tell you that without my team, without my team, as a product manager

Tehila Adika: [18:14] I wouldn't be — like, a millimeter. Yeah, there's a product designer who takes on a lot in these worlds of user experience and caring for the users and interviewing them and hearing all of theirs and bringing them, freeing them, and also producing if needed, and the developers — this is their time, they don't quite get that this is their time. Look, also most of the time really, because we're products, for us it's not necessarily — we can't always be hands-on, because we're also dealing with strategy and forward and how we're now moving the needle at the organizational level and thinking about new products, about forward. So it's always like — always there's the seam of this, and there are always people who aren't necessarily — as far as I'm concerned everyone on the team is a product person. It won't help, everyone needs to be a product person — everyone's a product person, whether it's CS and whether it's the product designer and whether it's on teams like these, small and fast and agile — we're all product managers, also the PMs. that a very respectable part of the real impact on users at the top of the funnel — so we're all rallied to the mission, meaning in the end there's always the backups, today's example.

Eyal David: [19:34] I even sat with my product designer on Mixpanel so she could do analyses herself — it's so, so needed, and also to produce that ownership, but also from your perspective as a process, again I'm thinking about you, this is exactly, this is exactly the place where it reveals itself and gives value. I — I also thought about this — that your stakeholders sit — no wait, already in Israel, right. You're also in calls abroad — what does that look like? Honestly, most of the stakeholders do sit in Israel. I already imagined you — how much you surf — my developers, though, they all actually sit abroad, including the team lead I work with, a development team lead who's actually

Tehila Adika: [20:17] sitting in Thailand, and so we do work with people abroad, but really specifically — okay, so let's actually go back — so we talked about this, we'll close a bit from Gal — so we basically talked about the fact that you want to produce, so that's the first stage, right, and then you go to round 2, we called it, you refine — what does the refinement look like, how long does it take? Look, how long it takes — it can take research, in the end it can take a lot of time, so we basically also need a kind of MVP for these meetings, meaning what do we want to bring to the table that's enough clear and well-told of, okay, challenge — we trust you, because to plan a year in advance, we all understand it doesn't really work, certainly not with new products, certainly not if — the pace the market changes at. But we do bring some kind of vision for the year, and we also say and place — meaning if now I come to a second meeting and I say, okay, this is the year I see myself going to do, I also place some kind of line in the middle — this really happens also in the plannings, where I say, here I do a check. Very importantly, here I do a check of whether the strategy we went out with for a new year really succeeded like we thought, and it's not for nothing that we say that when we do a drill-down we set ourselves not only research on what potential and what opportunity we have and what problems we're solving, but also what the measure of success is, where here I say, wait, I look and I say, wait a moment, did I reach what I want, do I have market fit, did I manage to translate the audience I want, did I bring the results I wanted up to this point. and not to be afraid to say that if not, then I change. I'll give an example. About the fact that our team that produces products for grow — the goal, its goal was to out-expand beyond the builder in the WordPress world, and the new products I'll bring are very changing — if now I want to basically produce something that gives the user the whole package for building the site, or if I want now to compete in the space where I know people go and install popular, familiar plugins and I want to bring them to me — there's a lot of difference in strategy. So I can bring to the table products that in the end, right now, let's say for the sake of it, answer both strategies, so that after a round and a half I can say okay, so the strategy we thought to go out with didn't succeed, but I still backed myself up with something that in the end also helps the business unit and brings money. ILO and others, so we don't end up empty, obviously. The most important thing is to do this look and to take this risk, because in the end everything, everything here is an assumption and changes — obviously things are backed by data, but it's a lot; until we see the first forces we won't understand whether we're in the right zone or not, right, that's how it works, really. So I want to ask — when you build roadmaps from here,

Eyal David: [23:30] so basically I understand there are things that really come that must connect to the business, and things that exist and we try to connect them to the business — are there things you raise yourselves, that you said we have inputs from here, inputs from there, we basically as a team produce them? Right, sure. How are the percentages there, what does it look like this year, for the sake of it, between what you brought — what I'm saying,

Tehila Adika: [23:52] this year it was actually — this year it was very much from us, meaning you came, mainly it was clear to the company, for the sake of it, this year we really dealt with the opportunity of accessibility — you know — we created a product that helps website builders make them accessible more easily, mainly because of an opportunity that a law came out in Europe about this — again, this was the year in which — where's an opportunity that we really see. This is the direction we're going toward, doing this product — obviously it wasn't exactly top-down, we all understood that we need to go there together, but where the product went, where the strategy — yeah, yeah, there were parts that were kind of top-down, but mainly in the bottom-up of which product we think should exist. for which audience to market it, how we'll do the go-to-market, we think it should continue — yes, there was also, at the start of the year we said let's do a stop to understand whether there's market fit and to know whether to continue it in the same way — like, since it's regulation there's probably market fit, right, but again, in what form — surely there's market fit, but we also want to see that there are goals we want to reach, that in the end — are we continuing to invest these resources and expand, to deal only with this, or to do something in addition to it?

Eyal David: [25:12] Obviously. And how much does the team have in this, what does it look like for you? It sounds to me like it really needs democracy. We have — we have a lot of — meaning management really trusts us, mainly because we're really

Tehila Adika: [25:26] close to the users, we're connected to the world of WordPress, really understand your domains, really understand our domains, we have tons of domains, but we're already researching this area, and its area is like — it's not, it's not researched on its own, so we're already dealing with it for a long time and we hear a lot of voices, and in the end they really trust our voices, they escalate to me from questions, and although yes they do want to steer us to certain places that connected us with the company's strategy, but in the end that's what's important — in the end we surface the user's problems, there are company problems that the company says we want to solve, and we're here to bring, to connect the real problems of the users into the company's strategy and to see that we don't by mistake forget this thing, because we all know that solving a company problem isn't the

Eyal David: [26:20] like, main reason that you always go out on the road. Exactly. Tell me, how much, how much percent do you leave for black swans, meaning for surprises, for changes?

Tehila Adika: [26:31] I think, again, it's not that now in my roadmap there's a — it's written on it 'black swan' and we're planning — we say this is what we want to go out with, and again, all of it — what I'm saying, this stop, we're deliberately teams that know how to work really fast and to do shifting really fast — as far as I'm concerned that's part of the abilities of the product manager for us at Elementor. like with the Q4 I said that part of it — we need to know how to do a shift, mainly in this world, in a relatively fast way, to be resilient to these changes, to know how to make decisions on the spot. So we don't leave formal room for this thing, but we won't be reckless, we're not. I always say don't fall in love with the solution and don't fall in love with the plan and don't fall in love with anything, because we're in general we're in an era where we no longer release products once every half year — we're in an era where we release here every week, month — we're already not, I think you don't need to count on one hand how many products we do here, and I see there are things with a lower error rate, on the other hand, because you ask yourself whether in such a world or such an era I even need to plan a quarter or plan two — is it relevant? So I can say — and I've thought about this always, usually — that I think yes, because in the end if I now plan a month, I'll constantly look to do validations, and in the end I do need some kind of certain focus, just always to be with a finger on it — not to fall in love with this thing and to take a moment to notice changes happening. and to change, because to change focus every month, that won't lead us anywhere, it seems to me. If so, this is really something — in the end we also want to produce things, check them, bring proofs, bring validations, and not just — it's part of the thinking, we're not the only unit that thinks about this, many think about this. Now I think that really, like you say, the meaningful thing — going with a plan, I don't know how one can say

Eyal David: [28:25] but like, the depth to which you go down is what changes, right — as opposed to real estate, at least right now, right, where it's still — and it's years — and it's still, like, it probably improved but it's still kind of different, otherwise there won't be a building. So you're basically aiming for before Christmas — you said, you told me earlier, I think that here you're actually meeting the plan, so good luck with it — are there more things you'd like to share around now, coping with, like, Q4,

Tehila Adika: [28:53] with planning? Yes, I think, it seems to me that what I kind of came out of today, also when I talked with another product manager at my company, is that there's a lot of guilt. You suddenly kind of feel that the things you planned for the quarter and already handed down to the team, they suddenly feel a bit useless to you, and you say, wait, so why am I continuing to develop these things — or, so they'll have work? There's a lot of this kind of — some kind of song, some kind of syndrome — you kind of drag it along — I call it, in the end what matters is really producing value, okay, and we believe that what we want to develop still produces value for our users. On the other hand, you're already looking at a different focus, and then you say, wait — so I think it's important to understand that there are these points. It's okay to be in them, and it's okay to also know how to say this feature, although it serves the users, it's not certain it serves the users we want to target for next year, and therefore maybe it's worth taking that same thing we planned for a moment and giving it a bit of a shift and aiming it toward the new direction of the strategy, also in Q4. Meaning even if now we're in the seam of 25, it's okay to hold this. 2026 — even if it's to now change plans you already handed down and bent, already designed them, now you need to design them differently. So this happens, and we all know it — versus the conditions of the situation this isn't new, it seems to me it's simply the quarter that can be the most, kind of, like this.

Eyal David: [30:26] This is an excellent point. It's also the matter that, like I connect it to what I approached earlier — like I say it with half a head, because you're generally, in your head, in another place, so you feel even more guilty. I really connect to this, I really know this — so don't feel guilty, we're all in the same boat, really. we talked about this, in my opinion this is the place, this is what's good, good for them, good for the company and the team. I really agree, so good luck with it, really. Look, we managed — cute — we basically talked about this without touching what you really do, and it still came out very interesting. Tell us for a second — I always ask this — what are, in your eyes, the products, because it's the most important — with a product person, first — but I'll ask it now — so tell us, let's see if you're Coca-Cola or Google.

Tehila Adika: [31:16] If I'm Coca-Cola or Google — so first of all it seems to me it's something very, very important. In a product manager, a curious person who's always asking questions — I say asking questions is important — in the end like we talked about the top-down, I called the role of a product manager to understand where things came from, to give the — to investigate this thing, meaning we don't accept things as they are, not not in a sense of, God forbid, contradicting, but we do have to essentially be curious and always ask the questions, and of course be curious not only technologically and about what's happening in the market — it's always to know how to ask the right questions and to be curious about every decision that's made. I think I said this word many times, but resilience in Hebrew — 'chosen' — resilience, to know how to be immune to changes. It's something I personally developed a lot in the last two years, and I think it's something that, by the way, it's a skill that you develop a lot with your experience as a product manager.

Eyal David: [32:31] You learn to trust yourself, or you learn — and it's something that, let's say, you feel it now more when you sit and plan, for the sake of it — surely I —

Tehila Adika: [32:43] Do you mean about the resilience? It's not simple, like — I just mention, it's not simple, now I'll go to a meeting, you tell a story that you very much believe in, or that you believed in until before the meeting, right, now like they start to bend it for you. Yes, I think, again, it's really, really — if you talk about years of experience, these are things where you make a mountain out of a molehill and in the end you know, you get into proportion, that really — again, mainly in this era, things that change so fast, that it's already become part of the basic skill, in my opinion, that we as product managers are required — also part of telling a story, storytelling — we know that, I think every person whoever they are, needs to be — not just in some of these areas of product — needs to know how to tell a story, and it's also something, by the way, that I didn't think of at first — you know, to tell the story in a way — you learn all the time from people around you. all the time from — you have mentors all the time, from your colleagues, how to tell the story in the right way, to rally, or — and your worlds — so I think it's also something very important. So let's dwell on this for a second — I was curious, what, what actually made you improve and improve at storytelling.

Eyal David: [33:59] Wow, honestly it's something that very, very, very — did you have it from the beginning? No,

Tehila Adika: [34:07] really not. I'm a very practical person, and as a product manager I'm used to coming and presenting, here's data, here are things, this is what I think, this is what needs to be done in the end. Not much — I think in my first years as a product manager I put emphasis on the story, yeah, I learned it already in areas from the moment I entered the worlds of creators — okay, I'm talking even before Artlist — and there's something very important in the story, because in the end it's — it's beyond those sitting in the audience — these are people who tell a story their whole life, tell a story, you're in the end in the country, and also about the creators themselves, also about the creators themselves — in the end it's you. you connect to the ecosystem you're in, you need to be a creator yourself and to feel this thing, and that's all they do — they tell a story. When you come to convey some certain message, then also to enter their world for a moment and tell the story also from their point of view and also from your point of view as a product manager or leader, or product leader in a company — so also to connect to the users themselves, which is all they do there, and also I think that the moment you rally the audience to your side in the room, they kind of understand the story — the story — they don't lose you. If I used to be very practical and present, saying here's what we did, now here's what we dealt with, this is what we want to do, okay, cool, but what stands behind this thing, where did you start — I always asked, okay, I came, I came with a proposal and a solution, but how did you even come to understand that this is the problem — first floor — tell us more from — you improved at this, but the first place you need to understand is that the audience isn't at the same starting point as you or as yours, and then you kind of bring them into the story like any good story, right. and not to bore them — you also touched on this — there are ups, there are downs, there's the punchline, something needs to come out of this thing, right. Also, for a moment, our attention today — I think we all know this — our attention is very low, meaning we're already in an era of the fast videos and everything's the norm, and it also requires you to know how to be very sharp in the story you tell, like to rally the audience that's present, because our attention is also diminishing. So what made you improve — the period in the country to sharpen this ability for you — not only, not only that, it's a lot, it's from my whole path, I think the main emphasis was really that you launch a new product, a new segment, that you build products from scratch for a new target audience — the story here is really important, and I learned mainly, first of all, at Elementor they put a lot of emphasis on this, meaning we're in workshops that our coaching team trains us in — in storytelling workshops. right in this moment, meaning we're in the midst of it even on the practical level of presenting decks and everyone doing a review of you, how you presented — we're really exactly at such a point where we do storytelling work, that's what part of our day-to-day work. So also external workshops, also we consult a lot with people who are strong at this in the organization — there are people you see it's part of them. Gal Bendek is completely a storyteller that we learned a lot from, and we also learn from people who do this, and it's really a matter of training in practice, to come next time and know how to tell

Eyal David: [37:55] the story each time in a better way. This brings me back now — we had an episode here with Tal Movinst, and she told, she talked about this, it was cool, that also the idea — a product person who arrives at the idea. So that too is, after all, storytelling — you need to train at it, so if you want to start training at this, then train, like, on the product that is yourself, and then basically also along the way you'll get hired. Lovely, Tehila, how great that you came. Good, so we'll also ask what you wish for yourself in a year.

Tehila Adika: [38:27] I wish for myself to grow together with my team, I wish for myself to develop in things I haven't tried, to step out of the comfort zone each time anew, to do a lot of market fit, to stand firm and catch a lot of waves. So what is success in your eyes? I think everyone with you feels this, everyone with you feels together that we brought results — first of all that the team grew and improved and feels it together with you. maybe that we ship as few things as possible — shipping as few things as possible, right, that's important — and yes, and produce something that you feel you did something meaningful and changed lives.

Eyal David: [39:16] no, users — tell me, if they want to reach out to you, how is it best?

Tehila Adika: [39:24] LinkedIn, Facebook, or — like, we'll leave LinkedIn, no problem at all. Alright, so much fun, thank you so much.