With a rich background in digital transformation – and inspiration – Augury’s new Chief Operating Officer Roy Eitan came aboard in 2022 to help design, build and implement processes for both scaling the company and supporting our customers. Here, he writes about the factors why he joined the company. “Augury has market fit and truly puts people first. In other words: the sky’s the limit,” says Roy.
I have two main reasons for joining Augury. At first, when I was researching the company, I discovered a relatively small and young company doing something that made a lot of sense: bringing IoT and AI to the cumbersome, and sometimes outdated, manufacturing processes – processes that are challenging, if not impossible, to digitally transform. In addition, Augury was doing this without changing the entire way we produce. In short, they had a very impressive full-stack approach.
I wasn’t the only one being impressed… Augury’s client list is a Who’s Who of iconic brands, covering the full spectrum of manufacturing – from Pulp & Paper to Food & Beverage.
My second ‘big wow’ took place during my interview process when I asked to speak to a customer. I ended up chatting with a VP with 30-odd years of experience at one of the world’s largest manufacturers. He was happy. Very happy. And he said all these wonderful things while being a paying customer. So, I was sold.
Obviously, Augury had found market fit.
“I heard stories that still bring tears to my eyes. These were stories about how everyone treated each other – stories about people taking care of other people.”
So, I joined. And my mind continues to be blown. I began by having one-on-ones with everyone on my team – currently around 70 people. I asked them all ‘How happy are you with Augury on a scale from 1 to 10?’
Only two or three gave a 7 or 8. The rest: 9s, 10s, 11s or 12s.
When I asked why they were so happy, I heard stories that still bring tears to my eyes. These were stories about how everyone treated each other – stories about people taking care of other people. How staff came together to arrange a generator for someone who lost power after a storm. Or how one person bought another person Thanksgiving dinner because that guy was alone at an out-of-the-way on-site. And these stories came from the receivers not the givers.
This company obviously has an amazing hiring process – bringing on board people who genuinely care about others. And after getting to know Co-Founders Saar and Gal, along with the rest of the executive team, I know this empathy also comes from the top-down.
Meanwhile, I was also inspired by seeing the impact we bring to our customers’ employees. Within a few weeks of joining Augury, I visited a client’s factory to better understand the value we bring. “Thanks to Augury, I can sleep well,” said the plant manager, “because I know the line will run smoothly at any hour of the day.”
In other words, Augury puts people first both in our offerings and in the way we grow the team.
“We still have to do the work: to build the right processes and tools so we can scale – without losing any of this dual magic.”
So here I am at a company that seems to have a handle on the biggest challenges a company has to figure out: having a customer-centric product market fit, along with the right people to make that happen.
So, the potential is vast. But we still have to do the work: to build the right processes and tools so we can scale – without losing any of this dual magic.
My career to this point was formed under the phrases “digital transformation” and “people first” – though these were not always the terms we used. I feel as if all my past work was preparation for my present role at Augury. Of course, I’m here to make a living. But just as with my team, I’m also here to make a difference to peoples’ lives – both my colleagues’ and our customers’.
Let’s get to work.
To learn more about Augury’s full-stack people-first approach that’s transforming manufacturing, get in touch today.
Roy Eitan is Augury’s Chief Operating Officer. As an experienced senior executive leader and general manager, he has deep, hands-on experience in spearheading business operations, digital transformations and global business development initiatives in tech. He co-founded companies, helped grow a business from $100M to $1.4B and drove digital transformation activities in a Fortune 50 company. When he’s not putting people first, he’s climbing Kilimanjaro or running marathons in unusual locations.