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Eldad Maniv on company financials

From 【數位時代Podcast】EP237|膽大妄為的「虎之霸」(Chutzpah) 文化是什麼?為何決定以色列和台灣公司的截然不同路徑?ft. Taboola總裁暨營運長Eldad Maniv · · 數位時代Official

“Tabula is an international company, NASDAQ traded, 2,000 employees, close to $2 billion in revenue and we serve brands by providing them outcomes at scale.”

Eldad Maniv
President & COO, Taboola.com
Policy Impact company financialsdigital advertisingbusiness model

On , Eldad Maniv, President & COO at Taboola.com, spoke about company financials during 【數位時代Podcast】EP237|膽大妄為的「虎之霸」(Chutzpah) 文化是什麼?為何決定以色列和台灣公司的截然不同路徑?ft. Taboola總裁暨營運長Eldad Maniv on 數位時代Official.

【數位時代Podcast】EP237|膽大妄為的「虎之霸」(Chutzpah) 文化是什麼?為何決定以色列和台灣公司的截然不同路徑?ft. Taboola總裁暨營運長Eldad Maniv
Watch on YouTube at 0:50
【數位時代Podcast】EP237|膽大妄為的「虎之霸」(Chutzpah) 文化是什麼?為何決定以色列和台灣公司的截然不同路徑?ft. Taboola總裁暨營運長Eldad Maniv
數位時代Official
Watch on YouTube at 0:50
改變世界需要破壞現況、經常從以小搏大開始,而這件事在東西文化有不同敘事。西方有大衛對抗巨人哥利亞,大衛勝利,長大後成為國王;東方則是孫悟空挑戰如來佛,失敗被壓在五指山下,五百年後才有機會翻身。 大衛的故事來自以色列,伴隨的是深入血液中的「虎之霸」(Chutzpah,希伯來語,蔑視規則、挑戰權威之意)文化。目前有二千位員工、在Nasdaq上市的AI公司Taboola總裁暨營運長Eldad,出身以色列國防部的精英單位Talpiot, 退伍後投入科技創業行列,對於為何以色列人熱衷創業、擅長找錢和賣公司,有他第一手的觀察。 另一方面,在AI科技的日新月異下,媒體、讀者和廣吿之間的關係,將被如何重新塑造?處於其中提供服務、和全球知名媒體和廣吿商都有合作的Taboola, 看到什麼機會和困難? 以及,從疫情、戰爭到當前變動的這五年,危機始終不斷的狀態下,如何做好日常管理,讓員工和客戶能持續保持成長?
Eldad Maniv

About Eldad Maniv

President & COO · Taboola.com

Eldad Maniv, President and COO of Taboola, described the company as a NASDAQ-traded firm with 2,000 employees and close to $2 billion in revenue that serves brands by providing outcomes at scale. He stated that Taboola operates as a two-sided network, working with brands to find users likely to buy, subscribe, or register, and with publishers and media companies. Maniv also discussed the company's vision, saying that while people typically search for information, Taboola aims to have information find users before they know they are looking for it. Maniv attributed the international focus of Israeli startups to the small domestic market, noting that Israeli founders tend to have better access to overseas capital markets. He reflected on a past business decision to guarantee outcomes upfront, which he described as a massive risk that critics said would deplete cash, but which eventually drove growth from a few million to hundreds of millions in revenue. Maniv also emphasized the importance of overcommunication during crises, citing weekly all-hands meetings at Taboola during the COVID-19 pandemic to address employee concerns about safety, employment, and priorities.

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