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Founder & CEO

Shift4 Europe (formerly Finaro)

Director Of Sales & Business Development

• Leading the technical engagement with customers and partners to ensure that the functionality, performance, services, and technical infrastructure are clearly understood and executed.
• Identify & build customized solutions for strategic customers and managing their delivery
• Actively involved in analysis, solution design, client communication, and implementation
• Close collaboration with different internal teams (such as Product, R&D, sales, marketing, operations & support)

Solution Architect

Hey-CPA

Hey-CPA offers a CPA as-a-service platform, automating Bookkeeping work.
• As a CTO I was responsible for all technology aspects: software development, specification, design, architecture, infrastructure, and implementation.
• Built the code and the product from the ground up to be scalable and user-friendly.
• Product presentation, Sales & Recruitment of new businesses.
• Engaging customers, to continuously collect feedback and improve the product.

Co-founder & CTO

Isracard

• Project leader and coordinator, achieving success through collaboration with multiple departments, including R&D, Product Managers, Sales & Marketing.
• Responsible for Business Development, partner success, and Go-to-Market strategy.
• Maintaining positive relationships with business partners and customers to ensure adoption success.

Technology Project Leader (Product Owner)

Wix.com

• Working with the most cutting edge methodologies and technologies to develop ground-breaking web platforms, optimized for performance and scale - Wix platform - which is used by millions of people around the globe every day to build websites. 
• Understand and leverage customers business challenges to expand revenue and increase usage rate.
• Worked in a small team, that follows agile work methods and use continuous integration/deployment methodologies to run quickly as a startup while maintaining the high-end quality of the product.

Web Developer at Wix.com

Touche

• Work in a cross-functional team to deliver a complete user experience.
• Development of full projects, client and server-side - from specification and UI to the stage deployment on the servers.
• Expert in JavaScript and Web development.
• Presented the company and its technology at conventions and trade shows all over the world.

Full Stack Developer

ClickSoftware

• Helped enterprises and SMBs solve workforce management obstacles using ClickSoftware products
• Worked closely with customers and partners, onsite and remotely, to ensure the successful launch of new products.

Solution Specialist

Ness Technologies

Software Development Instructor

RE4MA Group SL

Direct Retail in shopping centers
• Extensive experience in frontal sales, Retail activities, brands development.
• Managed the sales organization (120 employees) in 27 locations globally.
• Responsibility for the Go-To-Market strategy and sales plan.

Sales and Product Line Manager

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Alan Brian Dardic

Guidde

- Built the customer success team and the customer experience team from scratch.
- Supported growth and scale by establishing processes, metrics, and systems.
- Implemented PLG/Self-Service strategies to deflect customer tickets, improve engagement, and increase user adoption.
- Increased free-to-paid conversions through successful GTM initiatives.
- Analyzed data to identify friction points and determine product-market fit.

VP Customer Success

Oribi

* Acquired by LinkedIn
Responsible for leading Oribi's Customer Success and Support teams, which provide customer onboarding, ongoing optimization, and support to Oribi's customers. 

Key results:
- Improved the Onboarding rate and designed a new Onboarding flow, resulting in lower churn.
- Scaled up the capacity of the Success Organization to service "one to many" through the creation of leading indicators predictive of churn, and measurement of engagement based on usage information.

Armis

Built a global technical support organization from scratch with teams in Israel and North America that provides support services for Fortune 500 Enterprise accounts.

Key Results: 
- 86% decrease in Time to First Human Response and 43% decrease in Time to Resolution within one year.
- Maintained a high CSAT Score (above 93%) and NPS score.

Senior Director of Global Support

Radware

In charge of Radware's ERT (Emergency Response Team), which provides SOC Services to Enterprise Accounts 24x7x365.

Key Result:
- Converting an Israeli-Centric operation into a follow-the-sun global and scalable operation with teams spread across EMEA, NA and APAC

Cloud Service Manager

SafeCharge

Lead the global integration team (located in Israel, Bulgaria, and Singapore), which provides technical onboarding and integration services to customers. Served as a product owner for eCommerce integrations (working with 3rd party studios) and took a key role in designing an innovative application for alternative payment methods.

Integration Department Manager

Yotpo

Joined to transform and scale the support organization (which provides onboarding and support services) to match the growth of the business.

Key Results:
- 90% decrease in Time to First Response and 63% decrease in Time to Resolution for Freemium customers which in turn increased Shopify App Store conversion rate (double-digit improvement).
- 97% decrease in Time to First Response and 98% decrease in Time to Resolution for Enterprise customers resulting in an average satisfaction score of 97% and above.
- Established a Growth Support team focused on free to premium conversion while providing a value-driven service.
- Improved the App Review score (Shopify) dramatically by initiating outreach to unsatisfied customers and correcting their experience and by improving the metrics mentioned above.

Director of Global Support

I was initially hired to lead the Consumer Support Group (located in Israel and Japan), providing 24x7x365 support services to a customer base of over 10 million users.

I was promoted to Global Support manager to build and scale the Enterprise support organization, which provided service to Fortune 500 financial institutes and banks. I managed a large group of over 45 support employees in multiple locations.

Key Results:
- Improved the B2C CSAT Score from below 70% to above 90%.
- Improved employee attrition by establishing a career path program.

Global Support Group Manager - Trusteer

Consumer Support Group Manager - Trusteer

Trustwave

Following acquisitions of Finjan Security to M86 Security and, in turn, the acquisition of M86 Security by Trustwave, I was promoted to run the EMEA Support organization. Managing team members across ME and Europe (Israel, Germany, UK, and Poland) providing technical services (Support and PS) to Enterprise customers across 8 product lines.

Key Results:
- Led the migration and integration of Systems, Support Plans, and processes in two acquisitions (M86 and Trustwave) to provide streamlined systems, plans, and quality of service to customers and partners.
- Established and ran a successful partnership program with multiple Resellers and Distributors across Europe.
- Maintained a high CSAT Score and NPS score across all product lines.

Director of Technical Assistance Center EMEA

Worked in M86 Security (acquired by Trustwave). 

- Management of two Support Teams (Tier 2 – Escalation Level) in Israel and the UK across multiple product lines.
- Responsible for all post-sales activity in the EMEA region (technical support and professional services) for all products (Web/Mail Security).
- Direct Manager of two Team Leads and one Support Account Manager in Israel and the UK (including weekly meetings, calls, yearly evaluations, etc.).
- Overall management of all of the Support activities (POCs, Partners, Existing Customers) in the region (Including Professional Services) – Works proactively to avoid potential crises and escalations.
- Conducts meetings with strategic and large customers in EMEA (Banks, Financial Institutes, and Government) to establish and maintain a good working relationship.
- Part of the SWG product triage group (with PM and R&D’s Release Manager).
- Management of the CRM System (Salesforce) for the global support department.
- Management of the support website.
- Reports directly to VP Global Support.

Support Group Manager

Worked in M86 Security (acquired by Trustwave)

- Management and leadership of two high-level support teams supporting the SWG product across EMEA. - In charge of creating platforms for all international post-sale activities.
- Main escalation point for customer complaints in the region. 
- Experience performing installations and upgrades on customer site.
- In charge of knowledge transfer for new SWG support engineers across Europe.
- Integration of multiple Knowledge Base Systems for the global support department and management of the system (maintenance, article reviews, etc.).
- Working with various department heads (Product Management, Development, and QA) to supply solutions/workarounds for customer issues and bugs. 
- Integration of various systems and processes for the global support department (including Customer Portal, Support Policies and documentation, etc.).

Team Leader Tier 1 & 2– Customer Support

Worked in Finjan  (acquired by M86 Security) 

- Providing Tier2/3 technical support for the company’s products (Vital Security Gateway, Vital Reporter) – supporting the OS (Linux), Networking (HTTP/FTP/SSL), and Software.
- In charge of the Customer Support Portal of the company – from implementation to management.
- Content Review and Administration of the Knowledge Base system.

Support Engineer

Bezeq International

NOC Technician

Senior Support Engineer

Expert Support Engineer

Tier 1 and Tier 2 Support Engineer

With more than 15 years of experience in customer success and support roles, I am a customer-centric executive who builds, leads, develops, and optimizes customer-centric organizations. I have a passion for delivering value to customers and creating scale and efficiency for organizations.

As the VP Customer Success at Guidde, I leverage my expertise in customer onboarding, churn reduction, data analysis, and operations to drive customer satisfaction and retention. Previously, I built a global technical support organization from scratch at Armis, where I achieved significant improvements in response time, resolution time, CSAT score, and NPS score. I also led Oribi's customer success and support teams, where I designed a new onboarding flow and scaled up the capacity to service "one to many". I have plenty of tools in my toolshed to help teams reach their full potential and deliver results in customer environments of all types.

Peleg Samson

Unpopular opinion:
In highly technical products, most Customer Success teams add zero value.

I’ve seen it too many times.
The product is complex. The customers are engineers.
But the CSMs? They’re not technical enough to keep up.

They act like relationship managers, warm, well-spoken but unable to answer a single product question.

So where do customers go?
Support.
Not because something’s broken, but because that’s where the real product knowledge lives.

Here’s the truth CS leaders hate to admit:

1️⃣ If your CSMs can’t go deep on the product, you’re building a middle layer of inefficiency.

2️⃣ If your customers trust Support more than CS - that’s not a communication gap, that’s a competence gap.

In technical products, empathy isn’t enough.
Expertise is the real relationship builder.

👉 Do you think CSMs managing technical customers should be required to pass the same certification as Support before taking on accounts?

VP Customer Success @ Guidde | Driving SaaS Growth Through Strategic CS | Anti-Fluff Operator

Companies expect CSMs to forecast churn, identify expansion, catch product issues, and read between every line the customer says…
while giving them zero data to work with.

Then they’re shocked when CSMs miss something.

A CSM can’t be strategic if they’re blind.
They can’t drive adoption if they have no signal.
They can’t be proactive if the only insights they see are lagging indicators.

If you want world-class customer success, give your team:
- Product usage signals
- Stakeholder mapping
- Early adoption alerts
- Ticket patterns
- Renewal risk indicators

Stop asking CSMs to “be proactive” while starving them of information.

Give them clarity, and they’ll give you results.

Most people talk about motivation like it’s some external spark. A book. A podcast. A quote. A manager. A crisis.

But the real game is understanding your self-motivation, the stuff that runs in the background, quietly steering every decision you make.

Do you actually know what drives you?
Not the surface-level answer. The real one.

Because once you can pull that from the subconscious into the conscious, everything shifts.
Your decisions get cleaner.
Your goals get sharper.
Your discipline stops feeling like a fight.

That’s when the ceiling disappears, because you finally understand what engine you’re running on.

If you haven’t asked yourself that question in a while, ask it today:
What actually motivates me, and is it still the right fuel?

Leaders who shield their team are doing them a disservice

Most leaders think their job is to protect their team.
It’s not.
It’s to expose them
but to the right problems.

When you shield your team from discomfort, you also shield them from growth.
They don’t learn how to navigate tough customers, own decisions, or recover from a miss. 
They just learn to wait for you.

A strong leader doesn’t remove pressure.
They distribute it wisely.

You create space for people to fail safely, learn fast, and build scar tissue.
That’s how confidence is built, not through pep talks, but through earned wins.

If everything always feels “safe,”
you’re not leading a team.
You’re running daycare.

👉 Leadership isn’t about comfort. It’s about capacity.
 Grow that, and you’ll never need to micromanage again.

Most people don’t struggle with work.
They struggle with boundaries.

And the real leadership skill isn’t saying “yes” to everything, it’s knowing when to say no without creating friction.

Saying “no” protects your team from burnout.
It protects your roadmap from chaos.
It protects your customers from half-assed execution.

A good “no” is honest, fast, and clear.
A bad “yes” is slow, political, and expensive.

If you want your team to trust you, don’t promise the world.
Promise what you can actually deliver and stand behind it.

Most leaders don’t need more capacity. They need more courage.

Startups love to say: “We’re scaling the team.”
Translation: We’re hiring faster than we’re fixing things.

Real scale isn’t about adding people, it’s about designing a system where fewer people can create more impact.

When you truly scale:
- Knowledge lives in process, not in someone’s head.
- Customers get answers without waiting on Slack pings.
- Teams stop playing whack-a-mole with tasks and start driving outcomes.

You can’t scale chaos.
You can only scale clarity.

So before you open a new headcount, ask yourself:
 👉 What’s broken that more headcount won’t fix?
 👉 What’s repetitive that can be automated?
 👉 What’s manual that should live in the product?

Because if growth = dependency,
you’re not scaling, you’re just expanding your problems.

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The Battle

Alan Brian Dardic

Peleg Samson

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The Battle

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Peleg Samson

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Peleg Samson's LinkedIn Performance

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