This week John and Cynthia meet Elad Wallach from Aidoc, an innovative healthcare AI start-up and one of Time Magazine's 50 Genius Companies. Elad discusses how he sees his company’s culture as its Operating System the foundation for everything they want to achieve. But he’s not afraid of failure. Only by accepting failure as part of the day-to-day can businesses empower people and help them grow within an organization, no matter their size.
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Elad: I think that culture is one of the things that can make or break a company, because that's the way you operate; it's kind of your operating system, if you will.
You have to actually listen to people and let them influence big decisions within the company.
It's about creating those fast cycles of iteration where you can release things, test them out and get the feedback soon, and definitely that increases the ownerships tenfold.
Create a culture of accepting failure as part of the day-to-day.
I would never, never underestimate the fact that customers can tell you what are their pain points.
John: Hi, and welcome to Korn Ferry's Goliath meet David podcast. I'm your host, John Palumbo, and I'm here with my co-host, Cynthia Stuckey from Korn Ferry. Hi, Cynthia.
Cynthia: Hey, John.
John: Now, we created this podcast for all you executives out there, especially those of you who are Goliaths. You're from big enterprise companies who are interested in learning how those Davids, those leaner, more nimble start-ups and their founders operate, since they found ways to do things like adapt to change much more naturally and quickly than larger corporations seem to do, create cultures that we all admire, get closer to their customers. They've even found ways to do things more quickly than larger corporations, like make decisions and develop products.
So there's a lot to admire and learn from these Davids, which is probably why there's so much information out there focused on this topic. The thing is, a lot of the books and articles and blogs that are focused on this really bombard you with bullet points or headlines about what you should do to - quote/unquote - act like a start-up. And while that's all well and good, we wanted to do things differently.
We wanted to speak directly to start-up founders and executives and ask them the questions that Goliaths really care about. In fact, a lot of the questions that we're going to ask were submitted to us by Goliaths, so you're going to get the information you really want straight from the horse's or, in this case, the Davids' mouths. So for this episode, our David is Elad Wallach. Hi, Elad, that's for being here.
Elad: Hello, thanks for having me. It's really great to be here.
John: Now, Elad is the CEO of a company called Aidoc, and that's an innovative healthcare AI start-up which was actually chosen as one of Time Magazine's 50 Genius Companies. Check out Aidoc, A-i-d-o-c.com and what we're going to do, what Cynthia and I are going to do, is ask Elad a bunch of questions about his company and his best practices and their strategies across all different areas that Goliaths are really interested in learning. Okay, so let's get started. So, Elad, I think a good way to kick things off would be for you to tell us a bit about your company and your background.
Elad: Sure, sure, John. Yeah, so it's been a hell of a journey this past, I would say, two and a half years since we started. Obviously, when we started, it was just me and the co-founder and three folks based out of Israel. Right now, we're 60 people, worldwide, and we have headquarters in the US, in Europe and obviously in Israel, focusing on R&D. And what my company does is basically we help solve the bottleneck in medical imaging nowadays.
So, in recent years, there is this huge growth in the number of medical images. I'm talking about X-rays, CTs, MRIs. And the problem is with this explosive growth in the imaging, there was no corresponding growth in the number of physicians, radiologists. And this basically means that nowadays, the big, big bottleneck in a lot of health treatments is imaging and getting the imaging results. And basically, what our company is doing is we basically have an artificial intelligence that was built, that ran on millions of millions of imaging studies, and learned to detect what's time critical.
So if you're a patient at the hospital and you're getting examined, our AI is constantly running in the background and, instead of you waiting for hours for the analysis, if we find something critical like stroke or a bleed, we can then flag it to the physicians, to the radiologists, and basically make sure that you get priority, so get treated on time with high quality.
John: Oh, that's fascinating. How did you …? I think it's always inspiring and interesting to hear, you know, how companies started up their start-up. How did you go about starting your company, coming up with the idea?
Elad: Yeah. Actually, so let's take a look at me and my co-founder's backgrounds. We all come from the world of technology management and AI, but from the Ministry of Defence, actually the Israeli Ministry of Defence. And when we left this say safe, secure environment, we knew we wanted to dive right into starting a start-up, but obviously we didn't know anything about healthcare. We were just very passionate about using our skills in the healthcare space, to help basically people, and contribute with the skills we had.
So, when we started, we basically spent all of our day-to-day into talking with physicians, talking with radiologists, spending time in the hospital. I think 80% of my time was in a hospital, trying to ascertain how physicians and specifically radiologists work.
And we used the Lean start-up framework, which basically says you don't really know what you're developing and the biggest risk for a start-up is developing something that nobody needs or wants. So we really focused on that. I would say that the first 12 months of the company was just sitting in hospitals, talking with physicians and trying to understand what is it that would really help drive better care.
John: So, yeah, I mean that's fascinating. So, adaptability is a core skill that's obviously increasingly sought after in workplaces of all sizes, right, since there's such a growing emphasis on flexibility and agility, both for companies as well as employees. The thing is that start-ups, Davids and their employees, seem to embrace and adapt to change much more naturally than say big enterprise companies, like Goliaths and their employees. Why do you think that is?
Elad: Yeah. I would say it's for two big reasons that at the end of the day tie into culture. So, one thing in start-ups is the small team dynamic; it's much, much easier to get all the information necessary to make concrete decisions. So as long as you have independent work units that can get all the information into making decisions, I think this allows start-ups, which have obviously smaller teams, to kind of make those decisions and run ahead faster.
The second big component of this is that in a start-up you're always fighting for your life and having this mindset of you constantly have to be at the ready, you constantly have to be improving yourself, or else the start-up would fail. So you kind of know that you have to move fast, and this kind of burn-the-bridge attitude of I don't have any other choice is something that really is kind of in the background of all of our thinking and decision making.
Cynthia: Sure. So building on that, how do you go about creating a company made up of adaptable employees?
Elad: It contains basically creating people with high accountability and high ownership, because I think that being adaptable is highly tied into having very owner-oriented mindset. And to do this, we basically, in Aidoc, we have two big things.
First of all, we screen for that in our interview process, so it's super important for us to have people that have this kind of burning passion of making things happen. And second, we highly encourage that in our culture and the day-to-day. People that, you know, stay to the middle of the night to make things happen, you know, we congratulate them, we give them all the positive reinforcement.
It's just about encouraging this behaviour of taking full accountability for stuff, and that obviously leads towards adaptability because if you have to make something happen and you need to change things for that, this is the, I would say, the fire under you that allows you to overcome the hurdles of change.
Cynthia: Excellent. And so, selecting the right people is core to you. And then how do you ensure processes and the policies and structures that business put in place really reinforce this passion and ability to adapt?
Elad: I would say it's about first of all having a very open interview process. When we screen people, it's actually a mutual screening process. We want them here to know exactly what we're about, the good and the bad. We have them here for lunch, we have them meeting the people, the broad team, because we understand that the biggest or the safest way to avoid a cultural misfit is if the person that is now interviewing would get to know you and sees that he wouldn't be a fit.
And second is about aligning all of the people during the interview process, about what is really important, passion, adaptability, accountability. So it's aligning everybody, everyone involved in the interview process. How do you screen for those qualities, what are the qualities we're searching for?
If you would look in our, I would say, in our databases, we actually have kind of huge Excel spreadsheets for each candidate we're interviewing, for most of our positions, with scores about exactly those areas, that at least give us, at least make sure that every interviewer screens for those qualities and we get all the opinions from all the people around the table.
John: So Elad, if a company came to you and asked you some of the things they could do better foster adaptability, what do you think you would recommend? What are the highlights?
Elad: As always in culture, it's about creating the language for talking about this. And when we try to let's say encourage ownership within our company, we just talked about this day-in, day-out constantly, overcommunicate cultural changes and creative language for people to make this change. Because, as long as they have the framework in mind, they can make this shift. Second is to create positive reinforcement scenarios where you see the activities that are created just, you know, hammered down and, you know, give, hopefully in the public forum, give encouragement for the people that act, I would say, the way you want to enforce.
And three, in that I would say always important in start-ups and in all settings, screen the right type of people. Make sure you know what you want to screen for and be diligent about it, and accept the fact that you're going to make mistakes, but that you'd rather make a false, I would say false negative and miss out on a good candidate than having a false positive and getting a candidate inside that doesn't really fit your culture criteria.
John: Sure. So, a lot of the Goliaths that are listening to this know that it can be really easy to let culture slip as a company gets bigger and bigger. In fact, if you have multiple locations, and you do have some –
John: Each one can kind of take on its own culture, and sometimes no culture ends up being the culture because no one's communicating or nurturing it. So employees end up creating one. Maybe you could talk a little bit about what culture means to you and your company's culture and how that culture's cultivated and maintained at Aidoc.
Elad: Yeah. Actually, for me, it's a fascinating concept. And frankly, when I left the Ministry of Defence, in my background, culture was one of the things that stuck out to me as being super important. And, frankly, the background of a lot of the people we have here is similar. So we take people coming from specific origins that we know have a very strong culture also, although as you've mentioned, as we grow and as we expand we kind of assimilate more and more types of cultures within us.
I think that culture is one of the things that can make or break a company, because that's the way you operate; it's kind of your operating system, if you will, that can basically determine the pace and velocity you're going to grow at. And to foster culture, for me, it's about a few things.
First of all, it's having this strong layer of communication within the company, and the best way to communicate is actually by providing feedback, I believe, so it's about creating visibility within processes, within tasks, within activities, and allowing people to communicate about them.
So, it's about having this mentality of challenging each other and communicating about everything. Don't have siloes, so communicate about everything, and as long as you have those open channels of communication around specific tasks you want to perform, then you can build the culture around that, because you have a lot of smart people that kind of try and find their way around tasks, about how they really want to make these things come to fruition.
So, for me, the biggest way to impact culture is transparency and visibility, and then having a culture of communication and basically pushing yourself into every possible area. And everyone in the organisation can be entitled to give his opinion about basically everything.
Cynthia: You know, we hear often with start-up cultures, we hear from the Goliaths things like these cultures are innovative, they're passionate, they're results-oriented, there's an energetic vibe, there's a level of collaboration we desire, so how do you maintain that kind of start-up culture that has those elements, as you plan …? You know, how do you, as you get bigger, how do you maintain that?
Elad: Yeah. Yeah, it's definitely going to be more and more challenging as we grow and as we have, I would say, more layers of management. But for me, it all comes down, all of it comes down into the ownership mindset. And this means that to create this ownership mindset, you have to actually listen to people and let them influence big decisions within the company, big decisions are going to let people, I would say, lower down the chain make and influence about your day-to-day.
If you trust the people, if you come from a mentality of letting them influence whatever is, no matter how big is this KPI, if you let everyone in the company contribute and take full ownership for their mistakes and successes, then I believe you can start going on the [staff] of creating this passion and ownership mindset. Because they are truly owners of what's going to happen within the organisation.
John: So Elad, for a lot of Goliaths, when you say the term Lean start-up, one of the first things that comes to mind is agility, since start-ups are known for their ability to just move more quickly. So, for example, one of the things that Davids like you do more quickly, and a lot of Goliaths really admire, is make decisions. And some would say that maybe your agile decision making is due to the fact that maybe there's less red tape, there's fewer checks and approvals, what have you. Can you talk a bit about how your company is able to make decisions quickly?
Elad: I think that's an awesome question. And actually, it all boils down to a mindset we had from the very early days about the Lean start-up. And the Lean start-up takes as its core assumption that there is huge uncertainty in what you're doing, so a 90% chance you're going to fail. And it doesn't necessarily have to be a big failure, but you're going to have a wrong assumption about something, and therefore what you need to do is to maximise your learning speed.
And I think start-ups are really good at identifying what are the core issues they want to touch, what are their core assumptions, and literally throw everybody else to the side and just keep iterating, keep failing all the time. Basically, what we're doing in our day-to-day is releasing products, releasing features, [stepping] out marketing materials and failing day in, day out. And the more you fail, the more you learn, so it's about constantly identifying what it is that's most important, forget about everything else.
The one tip that they give in the Lean Start method is you have to be at least slightly ashamed about the product you're releasing. So that's exactly what we're doing. We want to understand exactly what are the core assumptions and test them out and continue iterating. And I think this can be done in every company, from the smallest of Davids to the biggest of Goliaths.
Elad: It's about this culture of iteration and failure.
Cynthia: So how would you say that agile decision making then impacts the employee responsibility and accountability they have?
Elad: Us as humans, we tend to learn much more if there is a clear action-result scenario. So I think that the faster changes you can make, the more adaptable you are. People take much more ownership because they understand the ramifications of their actions.
So if you're deciding on a feature, if you're a software developer and you're deciding on a feature and you're going to release it today, you're definitely going to have much more ownership on this, because you're going to see the actual results and impact of your activities. So, it's about creating those fast cycles of iteration where you can release things, test them out and get the feedback soon, and definitely that increases the ownership tenfold.
Cynthia: Excellent, thank you. Let me ask another question related to agility. Are there any trade-offs to make decisions more quickly that you've experienced?
Elad: For sure. There is a lot of waste, because if you make so many decisions, you go one direction and then you switch to another, so you obviously have to discard a lot of stuff you worked on. In addition, it also confuses a lot of people and, as you know, context switching is not always easy, and the more changes you make, the more adaptable you are, the more context switches there are. And therefore, the efficiency goes down as well.
So you have a lot of waste, you have a lot of inefficiencies, but I believe that as long as you maintain the learning as the core thing you want to maximise on, so iterating on the assumptions, then that's a sacrifice that I am more than willing to make. And frankly, the things that I regret are almost never testing something and then discarding it, but more about overworking on something that eventually I had to discard anyway, just because I haven't tested it early enough.
John: So this might be a good way to kind of sum this line of questioning up. What advice are you going to give, would you give to a company that wants to accelerate their decision-making process?
Elad: I would say it's about making sure that, first of all, there are people that have all the relevant knowledge, so concentrating knowledge at specific individuals that can make those decisions.
And second, create the culture of accepting failure as part of the day-to-day, because if you have to make decisions fast, if you want to make decisions fast, you have to accept the fact that you're going to fail because you've decided with incomplete knowledge or you just make a rushed decision. So we have to accept that, okay, I want to accelerate but I'm going to have a bigger error rate. And that's fine.
John: Maybe we could talk a little bit about your company's approach to product development, innovation and creativity.
Elad: One thing that I took from the Toyota Leadership Principles is it's called Genchi Genbutsu, which basically means go out and see for yourself, and I think that's so core into what we're doing. The problem with a lot of the Goliaths is that you have so many different layers between the customers and the people working on the product that it's hard to see the direct impact. Theirs is one Goliath I know very well. For example, they had a whole research team that met the product team only once every six months.
John: Yep, yep.
Elad: What does that make for the creativity of those people?
Elad: What does that mean for how are they able to find those kinds of creative solutions to problems? It's about connecting, I would say connecting the dots and making sure that the people are in the field. We have our development team, you know, going to customers, meeting them, being in customer calls, seeing the data about the product. It's about connecting all the people that are responsible for the product development into the customer line. I that is core, core, core, and one of the key advantages of start-ups.
Cynthia: Excellent. So, how about the trade-offs then, do you feel start-ups, including your own, are making trade-offs in order to accelerate this product development and innovation cycle?
Elad: So definitely there is a sacrifice element to it, because time is the scarcest of resources and you're losing a lot of it if, for example, you invest in people going to customers or being in customer calls. It's investing a lot of their time into not necessarily a directly value-add activity. That means you're losing efficiencies; you're spending a lot of your resources on those activities that are not necessarily directly a value-add to the product.
I think the core reason why we start-ups allow ourselves to do that is because of this core assumption that whether we … that we're going to have at least some of our assumptions very wrong. So the fact that you're kind of in this constant war scenario, constantly thinking about okay, what am I doing right now that I'm not going to use in three or six months; then you over-prioritise things like learning and being very close to the field whilst sacrificing those efficiencies.
I think that if you have those areas where you have huge uncertainties, where you're not sure about the value, you're not sure about the need, then you definitely have to prioritise, like start-ups, the idea of being close, having very short product development cycles.
If you're kind of in the okay, I'm continuing to develop a product that is long into market, I know what I need to do, then fine, you can have a bit longer cycles, you want to prioritise efficiency and just getting things out the door as fast as possible. But if you don't really know and you have to prioritise effectiveness, then I would say you want to act, as start-ups are, by being very close to the field.
John: So let's say a company comes to you and asks for advice on how they can accelerate their product development and innovation cycles, what would you tell them?
Elad: Well, first and foremost, adopt Agile techniques, Agile software development. There are a lot of those, not necessarily software development but Agile development cycles. You have a lot of those different techniques. I think they are extremely powerful and useful, and a lot of smart people thought about those. So I would just say that would be one very big activity.
Second, I would say, is connecting the people that are working on product development into the field and letting them experience as much as possible what is the impact of their actions. Because the more they understand, the more they can iterate, the more they can make decisions, and the more ownership the feel about the products.
Cynthia: And as you begin to scale up, do you find, or do you think it's going to be difficult to maintain this agility and the Agile approaches you're using?
Elad: Definitely, and it's going to become tougher and tougher as we scale. As a start-up, we're now starting I would say the growth, the scale-up stage, we're experiencing triple-digit growth every quarter. And this, for me, means that we're going to have more people and more activities, and people are going to be more and more specialised, so definitely there is going to be a challenge.
And frankly, it's one of the things that I think the most about, I would say, that keeps me up at night, is basically maintaining our dynamic culture while handling this growth. And the way I think about solving this is through once again communicating a lot, so creating communication channels, communicating the culture, structuring exactly what's important for us, continuing to screen people through that, and making sure that we maintain this Agile product development being close to customer culture.
And second is about constantly, I would say, as one of the leaders of this organisation, constantly trimming the hedges and understanding where we have areas where we have problematic culture. And stopping that on time, understanding where I have a team that potentially is not working how I would want it to operate within Aidoc, and then go and find specific solutions to how I can help this team grow and evolve in a way that would correspond to how I want Aidoc to look like.
Cynthia: Some Goliaths are facing this challenge of perceived distance, in other words kind of the team or the group that's ultimately accountable and responsible for managing customer voice, customer input, become very distanced from the customer. And you mentioned some of this earlier as organisations grow. For example, a product management or marketing group might work through a sales team, right, that's on the front line, talking to the customer, but they're one line behind. And they're not able to hear directly from the customer and get the feedback directly, and many of them feel somewhat removed from the customer.
On the flipside, we hear often these stories about how Davids stay very close to the customer and the audience and aren't as challenged with that feeling removed perceived distance. Can you tell us how your company, or even members of your leadership team, get close to the customer and even experience their feedback first-hand, and why you believe this is so important? How does it impact the business overall?
Elad: So, I would start with saying that the way we ensure that this happens is by basically prioritising this within our culture. So this means that everybody in my both management team or sales team or product team, we all know that being close to the customers is key and is definitely worth investing the time.
And, you know, I actually ask my people when is the last time you've been in a site, you've been in a customer, you [felt] them, just because we all feel it's so important. You have to have the, both courage and the capability to invest the time and resource into going into the customers, no matter what's your rank within the organisation, no matter how much things on the plate. Take at least a few days every month to visit customers. Just I feel that that's crucial into developing products with high velocity.
John: Okay, so building on that a little bit, we've all heard this quote from Henry Ford, I believe it was, who had said if I had asked my customers what they wanted, they would have said a faster horse. And there's a lot of start-ups out there that subscribe to that sentiment and believe that customer input, while great, it could be very limiting, right, and there's dangers of listening to customers too closely, like the tendency to only make incremental rather than really bold improvements. What's your stance on that?
Elad: Yeah, so first and foremost, I definitely agree, it's very hard for customers to imagine necessarily how the future would look like. I would say that even though you say I am only limited in my listening to what customers say they want, I would never, never underestimate the fact that customers can tell you what are their pain points.
John: Great point.
Elad: And I think that is the big insight we had. When I go to a customer, it doesn't necessarily mean I'm going to listen and do whatever he says. But it means that I'm going to experience, I'm going to have a much better imagination of his experience and his pain points in order that I can come and put solutions to help him solve those.
John: Elad, one of the things that drives a lot of big enterprise companies out there a little crazy is the fact that so many promising candidates just aren't interested in working for their company. I mean they'd rather work for a start-up. Why do you think that is?
Elad: Well, first of all, it's kind of a self-fulfilling prophesy, right, because you have such great people that already come into start-ups, and, you know, good, great people want to work with other great people, so it's kind of a cycle feeding itself, you know, people want to work with their kind.
Also, the other thing that I think is true about start-ups is this, I would say, this dream of making a dent in the universe. And I think that people feel the opportunity to actually transform an industry. I think, you know, you don't get many of those opportunities, so when people find those, they're willing to bet on one of those, if they find it exciting enough.
Cynthia: You know, a lot of start-up founders claim they don't get too hung up on finding the right person with the most experience when they're looking for the best. They actually kind of believe that hiring effective generalists or candidates with the right attitude, and you've mentioned some of this, right, with the right passion and driving grit.
And letting them kind of figure it out when they get there and giving them the right support can be more effective sometimes in situations where there is a lot of uncertainty. And it also certainly beats kind of waiting, right, six months to find this right person for the right role. Do you kind of subscribe to that approach and that belief?
Elad: 100%, and I would say that I'm a first-time entrepreneur myself, and as well as my two co-founders, and, you know, initially when we started to build the team, we wanted people with a lot more experience. But it was almost uncanny, like time after time when we hired for potential, we were very happy. When we hired for experience, there were quite a few that kind of failed.
And maybe there is something here that actually relates to the start-up environment, because we have such big change, you know, you need to be so adaptable, you need to be so passionate and hardworking and intelligent, that you have such impactful personality traits you need to screen for, that it's so hard to find people with all the personality traits and also the right experience within your space. It just becomes like almost an impossible challenge, so you have to pick one or the other. And time and time again, what I've found is that people with high potential really make a much bigger impact.
Cynthia: So, the high potential, the right motivation, the right traits, far more outweighs for you right now that experience?
Cynthia: And how does your company then continue to invest and grow its employees? So you spent the time to find the right people, what are you doing now to keep it, to grow those and invest in them?
Elad: So, first of all, it's something that we actually invest quite a lot in, especially at I would say management level. So it's about first of all, a tool that we find very effective; it's finding external mentors for almost every, I would say, senior member in the company. I myself, as the CEO, I have two or three mentors that I work with on almost – I wouldn't say a daily basis – but definitely touch base with them kind of as a sounding board once a week.
And most of my management team have similar individuals, so it's about maintaining this mindset of it doesn't really matter how experienced you are, you still have so much to learn. And the more smart people you have around the table, the better. So that's one very effective method we're using for developing talent.
The other is actually something that is much simpler, but it's we sing together about almost everything. So there are almost no, I would say, no strategic activities that people work on alone; they all constantly use others as sounding boards, as advice, you know, thought partners, mentors, monitors, whatever is needed for that specific activity.
And I believe that this helps people reach so much of their potential, because sometimes you don't need the most experienced person checking your work, you just need to kind of show it to someone else and help them think with you and, more times than not, disagree with you. And the fact of the disagreement, that contention, the confrontation, actually helps both sides grow.
John: So Elad, Goliaths are traditionally disappointed when employees move on and go to other companies. They really, a lot of them expect long-term loyalty. However, a lot of start-ups seem to expect this employee mobility, let's call it this nomadic mindset, if you will, especially from the millennial workforce.
Some even regard it as a competitive advantage in attracting and nurturing new talent, so for example someone might move on from their company and land maybe a more senior role at another company, at even a more well-known one, and the start-up they left will use this when recruiting, hey, we had an employee that moved on and now works for XY&Z.
So that being said, you know, some start-ups would advise big enterprise companies to not worry as much about cultivating long-term loyalty, and focus more on their employee's long-term personal success by helping them build their resumes through exciting new opportunities within the company. What's your stance on employee mobility or this nomadic mindset, and what would your advice be for the Goliaths that expect that long-term loyalty?
Elad: So, once again, I may surprise you a bit, but I'm actually a big proponent of mutual loyalty between the companies and employees. Look, I don't think it's an engagement or a marriage, but I think there is something magical about the capability of trust for the long-term relationship and investing it with each other. And I think that start-ups have the capability to offer, you know, if they're exciting enough and growing fast enough, I think we have exciting opportunities to offer.
And I am actually, we actually screen people that tell us they're not going to be here for at least a few years, and I think that this fosters a familial culture within the company, because we're all in here together kind of, we're trusting each other that, you know, we're going to support each other in the hard times and the good times. We're in this journey together.
And I think that the big companies can actually foster such loyalty as well, and it requires a lot of work, it's requiring once again you screen for it, developing such a culture, supporting your employees actually in having, you know, like a family, having these kind of open conversations and about wanting them succeed and grow within your organisation. But the thing is, it is realistic to create a culture where loyalty is expected and the norm.
John: Well, Elad, thank you so much for the time, the information, all this inspiration. I mean we really appreciate you being one of our Davids today. We thank you so much.
Cynthia: Yeah, it's been incredible, Elad, and thank you for really sharing your journey with us and some of the things that you've learned along the ways.
Elad: For sure. Thank you both, John and Cynthia. It's been a pleasure, always fun to talk about these things.
John: And for those of you listening, we hope that this was as inspiring for you as it was for us, and you're able to take some of the strategies and approaches and advice that Elad provided and apply that to your business or to your company. Thank you so much for listening, we appreciate it.
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Cynthia is a Senior Client Partner at Korn Ferry, responsible for driving strategy executions and organization design solutions. She has extensive global consultancy and business management experience, having held several advisory, management, and sales roles across different industries. Cynthia is based in Korn Ferry's London office.
John is the founder of BigHeads Network, a podcast production company that arms listeners with the critical cross-industry perspectives and diverse viewpoints that help spur innovation, solve tough problems and build skills.
Elad is co-founder and CEO of Aidoc, a radiology AI start-up focused on using deep learning to relieve the bottleneck in medical image diagnosis. An expert in AI with visionary business insights in the healthcare space, since establishing Aidoc in early 2016 Elad has led the company through three rounds of investment totalling $40m. He drove the commercial availability of four product lines (detecting brain haemorrhages, C-Spine fractures, vessel occlusions and pulmonary embolisms), created an install base of over 200 medical centres worldwide and grew the company to over 70 employees.
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