Podcasts about Ofer

For over a century, organisations have relied on a rigid, factory-inspired model of how we think. We assume that every worker operates on a standard cognitive rhythm, thriving under the same conditions of open-plan offices, back-to-back meetings, and eight-hour shifts. These organizational habits were born of convenience, not science. We are currently designing our entire professional lives around assumptions that lack any grounding in neuroscience. The reality is that the brain is the most complex system known to humanity, holding roughly 86 billion neurons and trillions of neural connections. While leaders and managers continue to force employees into uniform boxes, the rapid rise of Artificial Intelligence is quietly shifting the cognitive landscape. We are operating in a gap where the decision-makers behind our work structures often possess little understanding of the cognitive biology they govern.Ofer, as a technologist who has spent a decade applying neurofeedback to the human mind, recognises that treating the brain like a computer is a fundamental error. If we want people to flourish rather than just perform, we must move away from the obsession with standardisation and start respecting the individual architecture of the human mind and the fact that this can look different in different people.We are currently also seeing a decline in global attention spans. The average human attention window online is now just 2.8 seconds. When you land on a page, you have less time to capture a user's attention than a goldfish.Ofer developed neurofeedback technology to bridge the gap between clinical needs and personal development. By using EEG sensors to track brain wave activity, individuals can receive real-time, visual, and auditory feedback on their focus levels. In practice, this looks like a game where the user serves as the pilot of a digital vehicle, controlling its movement through focus alone. When the user becomes distracted, the feedback loop prompts them to return to a state of engagement.This process steps outside the traditional box of corporate and educational uniformity. By treating attention as a skill to be trained rather than a fixed personality trait, we move toward a model of individual development. This is particularly relevant for those diagnosed with ADHD, as it offers a way to strengthen prefrontal cortex activity—the area often associated with sustained focus. The effectiveness of this method stems from its millisecond-long feedback loop, which is far more potent than the annual performance reviews we rely on in traditional management.By providing a way to measure and improve cognitive state, this technology empowers users to take ownership of their own mental performance. It demonstrates that we are not locked into our current cognitive limitations. With the right tools, we can train our attention mechanisms to handle the complexities of a distracted, high-tech world, ultimately fostering a higher degree of agency and self-mastery in our work lives.As AI integrates further into our workflows, the value of the human “edge”—our ability to think critically, connect dots, and navigate ambiguity—will only increase. Leaders should be wary of over-automating processes that require human nuance. The goal should be to use machines to handle the rote tasks so humans can flourish in roles that require empathy, creativity, and high-level judgment.The strategy for the future isn't more software or faster tools, it's about building “flexible structures” that accommodate different thinking styles. We must hold our management theories with humility and pivot from a culture of constant, fragmented attention to one that values deliberate, focused, and human-centric interaction. Whether through neurofeedback, better meeting design, or simply setting our phones aside to listen to one another, small changes can yield significant cognitive benefits. The path toward organisational health requires us to accept that our differences are not problems to be solved, but assets to be utilized. As we look ahead, let us commit to building environments that nourish the brain rather than exhausting it.Are your current team rituals helping your people think, or are they just keeping them busy? It's time to move from managing output to supporting human flourishing.The main insights you'll get from this episode are : The human brain is the most complex system known in the universe - we don't know how a neuron works and neither do we understand consciousness.It functions in a totally different way from a silicon-based computer; no computer can truly understand, only process large-scale mathematics/data.Unlike AI, the human brain has taken millennia to evolve and only consumes 20W of energy – this evolution produces an optimised system.Is AI conscious? No computer is conscious, and intelligence requires understanding, which we also do not fully comprehend.We can learn more easily than we can unlearn: learning is repetition to create new neural pathways.The brain-computer interface based on electromagnetic brainwave frequencies produces neurofeedback, i.e. feedback in real time to teach something new.Brain training for the third age is aimed at retaining cognitive performance.Companies are built by people and thrive on the connections between them therefore it is advisable to adapt rules to different people/brains.AI produces amazing results in certain (scientific) fields but has a very negative impact on the population at large who have no need to think or learn.Education systems are not evolving and still based on the ‘banking' system whereby the teacher deposits information into students' mind.Project-based learning is proven to be more effective - it introduces the element of experience and is interesting.The human hippocampus is shrinking, which is a very scary prospect for the future and those who will be the leaders.The western world is organised around efficiency, which does not equate to human flourishing.Making neurofeedback accessible, affordable, and feasible is a gamechanger to help people increase their attention.Attention is a competitive advantage these days and hijacking it is very destructive, with fragmented attention often described as ‘busy'.Preventive measures include paying attention to our lack of attention, practicing more and managing our time correctly - the brain is not a multitasker by design.Find out more about Ofer and his work here :https://excellent-brain.com/https://www.linkedin.com/in/oferlidsky/For more information on this episode please visit www.transformforvalue.com/podcastTo carry on developing your leadership and building a relevant & high performing team, connect with me here : https://calendly.com/transformforvalue/connect

A new poll released by Kan on Sunday night sees both Bezalel Smotrich’s Religious Zionism and Ofer Winter’s Amha Yisrael passing the electoral threshold in the October election. If Winter recommends Netanyahu for PM — as he has indicated he would — the Bibi bloc would rise to 52, still far below a 61-seat majority. Gadi Eisenkot’s Yashar leads the poll with 24 seats; Likud has 21; B’Yachad 14; KAN's Mark Weiss spoke with political analyst Shmuel Rosner about the latest election polls.See omnystudio.com/listener for privacy information.

Ancien général, Ofer Winter vient de lancer son parti, Amha Israël, à deux mois des élections. Quelle est réellement son idéologie ? Qui l’accompagne sur sa liste ? Et surtout, à quels partis pourrait-il prendre des voix ? Portrait et décryptage dans notre chronique Le Choix des urnes.See omnystudio.com/listener for privacy information.

Ofer Shalev, co-founder and CEO of New Phase, shares his journey from leadership roles across high-tech, biotech, banking, and even serving as a fighter pilot, to pioneering a nanotechnology-based hyperthermia treatment aimed at transforming stage four cancer care. Ofer explains how the company's mission focuses on prolonging life while preserving quality of life through a systemic approach designed for metastatic disease. He discusses New Phase's progress, including treating 33 stage four patients (including at Mayo Clinic), achieving stable disease in over 60% of cases after one month follow-up, securing FDA medical device designation and IDE approval, and building a science-driven team supported by patents and peer-reviewed publications. Guest links: https://newphase.co.il/ Charity supported: Feeding America Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium Medical   EPISODE TRANSCRIPT Episode 087 - Ofer Shalev [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to welcome as my guest, Ofer Shalev. Ofer is the co-founder and CEO of New Phase. With more than twenty-five years of management experience in the high-tech and biotech industries, Ofer leads New Phase operations and is pioneering a breakthrough nanotechnology-based treatment to transform the management of stage four cancer. Ofer combines deep technological insight with strategic business acumen. He previously served as CEO of several technology companies, including ReDent Nova, which led innovation in dental medical devices alongside his co-founder, Dr. Rafael Hof. Earlier in his career, he held senior leadership roles in the banking sector, including serving as VP of Operations, which strengthened his foundation in large-scale operational excellence. He holds an MBA from the University of Edinburgh and is recognized for guiding multidisciplinary teams, driving complex R&D initiatives, and scaling companies from concept to global market presence. At the core of his work is a clear mission: to redefine the future of cancer care by offering patients a safer, more targeted, and more effective treatment, one that not only attacks tumors but also preserves the quality of life. All right. Well, welcome to the show. I am so thankful you're here today. [00:02:09] Ofer Shalev: Thank you, Lindsey. Good evening. Very nice to meet you. [00:02:11] Lindsey Dinneen: Very nice to meet you too. So I would love, if you wouldn't mind starting off by just sharing a little bit about yourself, your background, and what led you to medtech? [00:02:25] Ofer Shalev: Well, I would say that during the year, I had extensive managerial experience across many multiple sector, including industry, high-tech, banking, and obvious-obviously life science. I have also to mention that about fifty years ago, in my experience I was a fighter pilot, pilot in the Israeli Air Force. It was, again, about fifty years ago. I would say that it probably significantly shape who am I today. I mean, it's developed my ability to to take a calculated risk, for example, or to act quickly and precisely to plan ahead, to build contingency plans. So all that kind of thing that probably was very relevant to the time I, I w- I used to serve in the Israeli Air Force, but also very relevant to the, to the industry. Okay? And furthermore, I would like to say that probably I am highly motivated by challenge. It, it's make my day. In addition, I am a father to four children and a grandfather of seven grandchildren. And I do hope that at the end, I will have about twelve grandchildren. So, the kids have still to work about it. Yeah. And I would say that you asked about myself, so probably I have a very, very strong belief in the path, in the way that I'm choosing. It's I would say, enabl-enabling to, to overcome about the difficulties, mainly when you're looking for challenge, especially in, in a new and unfamiliar field, like in our case of New Phase And furthermore, I, I, I, I truly believe in the word "never give up." You will find solution to everything. Never give up. I like very much as I mentioned before, to, to meet a challenge and to overcome our challenge many times by breaking some problem into pieces and then to assemble it again. Furthermore, I would say we, we met many, many problems in our life. I, I think that we have to focus about the solution, not about the problems. You cannot change problems. It's happened. But let's try to find and, and to think about how to find the right solution to it. And I would say that I, I f- I feel very, very, very good to to operate or to, to function in a turbulent area. I mean, I like it very much. I, I know that not, not, not anyone like it, but I feel very good in, in this area. [00:04:59] Lindsey Dinneen: Wonderful. Well, thank you for sharing a bit about your background. I have so many questions, but I would love to actually learn about what you're doing right now with New Phase, because I know you're passionate about it. There's, there's a lot that goes into cancer research and treatment, and I know that that's been such a challenge for so many years, and I love the fact that your company is really diving into that challenge and tackling it. And I was just wondering if you could explain where the concept of New Phase came from, and what exactly makes your company so unique in this space? [00:05:39] Ofer Shalev: So the, the idea came that it was 14, 14, 15 years ago, while me and my partner, Dr. Rafael Hof, we were involved with some other company, and after that at that time his mother, her name was Sarah, she wa- she had lung cancer. She passed away. And during that time, we have a very, I mean, many time conversation about the disease. No, no, no, none one, none one of us is, was oncologist, okay, by training. But we have many, many discussion about the treatment what are the relevant treatment that are available, et cetera, et cetera. And after she passed away we, I mean, Rafi, who is a great technology guy, came with this idea of nanoparticles and hyperthermia, and we start to work about it. Again, we have to learn, both of us, we have to learn a new area of technology, of biology, of chemistry, of physics, engineering, regulation, everything. And it was not only that we have read and learn about it, but we decide al-also to, let's say, to, to jump into the pool, into the water. We put each one of them, each one of us put some money. We hire some chemist. We also hire from one of the university in Israel some space. Like you, I mean, usually, I, I believe it's the right way to develop a company. I mean, to start and building it, the company, in the garage, okay? Right. And, and, and sure, you have, you have to-- you cannot just think about it, you have to, to, to do something. And the outcome was actually the proof of concept. We show in the in vitro, under microscope, how some very, very primitive nanoparticles were being irradiate, caused damage to the cancer cells. And that was the time that we founded New Phase. I truly believe that it's the right approach that first you have by yourself to, to deliver, to show the proof of concept, then go to investor and try to convince them to, to invest in your in your company. So that was what we have done. It was a very, very long way. I mean, the company was founded just 13 years ago. The vision didn't change. I mean, from the beginning, the idea was to prolong life of cancer patient, and in order-- and in addition to maintain the quality of life. At that time we used the word of chronic treatment or managing the disease, and many of the people that we met, skeptical one said, "But you, you don't cure the disease." So we explained that as we see in the next twenty years, nobody will cure the disease, but for the meantime, people have to live. [00:08:35] Lindsey Dinneen: Hmm. [00:08:36] Ofer Shalev: Now, the vision is still today. It was implemented into a technology. But yes, the technology was changed several time along the year, but the vision is still here, and that is, that is the, the outcome as of today. We already treated thirty-three patient with stage four, six of them in a Mayo Clinic, very distinguished hospital. I mean, I would say ranked number one worldwide. A great cooperation with them. I would say that till the summertime, we will treat another six patient, and after we move to the feasibility study, where we will have to choose few indication, and we will add another to a US hospital to join to the feasibility study. It become a product. As I mentioned, we treated already thirty-three patient. We have about fourteen patents that already granted. We have about, since we are-- we truly believe that we are in a deep science company, so we truly believe in the, in the scientifics based evidence, and we already publish nine peer review scientific articles. We have done a lot of work and success with FDA. First, and again, it was a breakthrough idea to, to succeed and get designation of medical device. Although we inject infused nanoparticle into the body, but we convinced the FDA that although we infuse nanoparticle, hence our mode of action, primary mode of action is actually engineering one or physical one, and therefore we were, we were designated as a medical device, which again save a lot of budget and, and time while reaching to the clinical study. And then later on, we got the IDE, I mean, the, the approval to start clinical study in the US. So we have done a very, very long way, and I would say that it's very satisfying while seeing today that first of all, we have a product, not only idea, and the vision is still here. I mean, what we can see that we... many of the patient, although it in the early feasibility study, and the main goal is to achieve safety and to show it's non-toxic. So even though we succeeded in more than about sixty percent of the cases we treated in nine different indication of cancer to reach to a stable disease. Let's say after one month of follow-up, the tumor metastasis are the same size, and there were no new lesion during that time. So, yeah, we-- I would say that it start, it start-- it seems that we start to reach to the, to the real game in the feasibility study where we will focus about two to three indication, and the idea is to treat patient for at least, let's say, six months, and to show that we can, we can keep them in a status of stable disease. [00:11:44] Lindsey Dinneen: Yeah. [00:11:45] Ofer Shalev: Further, furthermore, all the patients that we got, all of them are metastatic stage, let's say stage four, which exhausted all other treatment. So many time, you can see that in the retrospective data, before the joining to the study, the tumors or metastases have a progression rate of so and so percent per month, and after our treatment is dramatically reduced or even stopped. So, a lot of enthusiasm with the current status. [00:12:18] Lindsey Dinneen: Yeah, a lot of enthusiasm and a lot of hope. I, I love what you're doing because, yeah, as you said, I mean, at that point, people probably feel so stuck and hopeless. And so to be able to learn that there is technology that is being actively worked on that can... [00:12:36] Ofer Shalev: Yeah. [00:12:36] Lindsey Dinneen: ...really help them [00:12:38] Ofer Shalev: Yeah, yeah. We are-- you also ask what, what we-- what, what is the difference that we bring to the market? [00:12:42] Lindsey Dinneen: Mm-hmm. [00:12:44] Ofer Shalev: So the hyperthermia is well-known for many, many years to be a useful way to treat cancer. Okay? Because cancer don't have resistance to hyperthermia. And let's skip about all the biology factor, but this is a well, well-written evidence in, in the literature. So, but usually all the current hyperthermia methodology is a local treatment, meaning you have to define where the tumor is, CT, MRI, whatever, and to try, try to heat this tumor either by infrared or with-- or inject directly nanoparticles into the tumor, et cetera, et cetera. What we are offering is a totally a new approach of treating systemically in tumors at stage four. Let's say in many cases, you don't know even where the tumors are in the volume of treatment, meaning we treat the torso area. It's not that we are trying to find tumor by tumor. No. We're treating the whole area of the torso, and by that we can destroy the tumor, which in stage four are localized in, in different area in it. So this is one thing. The other thing that I would say that the stage four mainly people that exhausted other treatment is really can be considered as a unmet need. And that's, that's the population that we are focused about. That, that's the population that we are focused about. [00:14:11] Lindsey Dinneen: Yeah. Yeah, that is really incredible to hear. I, I love what you're doing. I'm curious, as you've gone about this process and f- you know, 13 years worth of learnings and growing as a company, what is something that's really surprised you along the way? [00:14:34] Ofer Shalev: Surprise? Well, you know, I said before, when, when you, when you start this this journey with a deep s-- belief in yourself and in your team, you're not really surprised. [00:14:49] Lindsey Dinneen: Hmm. [00:14:50] Ofer Shalev: Yeah, I mean, no, there is a lot of surprise. I mean, we, we went in an area which nobody stepped before in the, in those days. Nobody stepped before. But I would say it was obvious to me at least that okay, we are thinking about the right approach. We are trying to find our way. We invest a lot about trying to read whatever is relevant. We are speaking with oncologists, learn from them in many time about the failure, and try to make sure not to do it. So I'm not surprised. I'm very happy. And again, it's not... It was not by accident. On one hand, a very strong belief, and on the other hand, in-depth learning every piece of knowledge that we were able to collect [00:15:33] Lindsey Dinneen: Yeah. Yeah, that's so important, and I appreciate you saying it that way. I think intentionality is such a key component of leadership, and this is some of the conversations that I'm enjoying having lately is, h- and I'd love to get your input, is how do you go about intentionally creating the right team, the right vision, and the right culture to support the fact that you don't have to be surprised by things? You get to be happy, but you have the right framework in place. [00:16:08] Ofer Shalev: So I would say that in terms of the team, it was changed and replaced along the way. [00:16:15] Lindsey Dinneen: Mm-hmm. [00:16:17] Ofer Shalev: At the beginning... By the way, even today we have we have, we have twenty-four employees. Six of them are PhD Along the way, since we need people that know how to read articles, how to analyze article, et cetera. So I would say that we have in a, in a, in a company of about six, seven employees, three or four of them were PhD. There was a lot of self-learning to do. Later on, we start to make, "Okay, we have to develop. We have to build a product." So obviously, we, we, we mixed this team with people that came f- with some experience from the industry. Furthermore, experience from the medical device industry. Okay? So I would say along the time the, the, the population in New Phase become to be more heterogeneous. [00:17:08] Lindsey Dinneen: Hmm. Mm-hmm. [00:17:10] Ofer Shalev: Because really we-- you-- I mean, currently we have a product, so we need people about regulation, about quality, people that know very well engineering, people that have a idea about operation and not only researcher. But again, at, at the beginning, all, all our employee came from the... I mean, we, we, we, we re recruit about I think three or four PhD at the beginning to start with, and it will change along the way. Yeah. Now about-- you ask about leadership. So, I would say that I ca- I can see the leadership not only about, about leading people, but also about pushing your vision. Okay? Because again at the beginning, an idea of changing the cancer disease into a manageable disease, it was not so well accepted idea. Anyone ask about curing, but we keep saying, "No, there is no, there's no g- currently, there's not a real good chance of curing. Let's focus about prolonging life." Nowadays, it's common language. You can see from any, any drug company discuss the issue of manage- manageable disease. But when we start with this vision, it was very hard to convince people about it, and obviously many of them said in a very skeptical way, "You will not make it." [00:18:29] Lindsey Dinneen: Mm. [00:18:29] Ofer Shalev: So this part of the leadership as well, "Okay, I heard you. Let's, let's meet at the end of the day and we'll see what hap- who, who is the right one." So, yeah. So I would say that in our case, leadership is, is mainly to, to maintain the vision, to push the vision, to develop the vision. Partially it's about, a- about employees, sure, because at the end you have to recruit employees that will implement this vision into a technology, into a product But I would say that in a company like New Phase, the, the leadership is as more than 50% is about the vision. [00:19:11] Lindsey Dinneen: Yeah. Yeah, pushing the vision forward. I, I really appreciate that. I, you know, you had so many things at the beginning that you were talking about that I really appreciated. You talked about never giving up, overcoming difficulties, and loving challenges, and I think all of those are critical, of course, as an entrepreneur. But I'm also particularly curious about your h- you mentioned that you break down challenges into pieces and then rebuild, and I'm curious, where did that philosophy come from and how do you practically implement it? [00:19:48] Ofer Shalev: Frankly speaking, I don't know from where it came. No, I don't know. I mean, you know, with... Du-during the way, I, I, I had many, many chance to, to, to rethinking about some problem that we solved, and I asked myself, "How the hell we know what to do?" I, I don't know, frank- In, in many times, I would say that main-ma-mainly because we try to simplify the problem to pieces, and then we have a breakthrough id-idea about it. It is not-- I mean, the methodology is about breaking the problem into pieces. How to assemble it again, this is a breakthrough. I don't know how to explain it. [00:20:32] Lindsey Dinneen: Okay. [00:20:33] Ofer Shalev: really. [00:20:33] Lindsey Dinneen: Yeah, but do you find that maybe taking it apart and so probab- maybe part of it is, I wonder, you know, when you've got a challenge, it feels big and insurmountable, and you can't make any progress versus if you break it down and you go, "Okay, yeah, maybe this as a whole feels t- like too much, but what about this one little piece that if I can overcome this, then it will push me forward in overcoming the ultimate challenge?" I wonder if it's partly... [00:21:02] Ofer Shalev: It, it, it might be, it might be the situation. It's simple to, to deal with a, with a simple or with a, with a partial challenge, partial partial problems. And then it says, "Okay, I, I, I solved this issue. Let's try to solve another issue." And all of a sudden, you figure out that, "Hey, I have the full picture. I solve it." [00:21:23] Lindsey Dinneen: Yeah. That's, that's really cool. Okay. So, you know, you've had an amazing career, and not just within this space of course, but before that, and I'm just wondering if maybe especially along this particular journey with New Phase, are there any moments that really stand out to you as affirming, "Wow, I am in the right place at the right time in the right industry"? [00:21:54] Ofer Shalev: Yes. I, I, you know, I, I think that it's... No, it will, it will par-- it will par-- I, I will answer you partially. I mean, once we decided to founder the company and that myself and my partner, Dr. Rafael Hof, we have after another company that we, we had, and we-- And when he came with this idea, I thought to myself, "If there are two entrepreneur worldwide that are able to deal with that problem, it's probably the two of us." Yeah. Ab-absolutely. Yeah. [00:22:31] Lindsey Dinneen: Yeah. [00:22:32] Ofer Shalev: Because the way that we work together, the w- the way that we each one of each one of us cover different area, how to build this kind of a crazy idea. I would say that really just only, you know, two people that are crazy enough and can work so well together can deal and succeed in this task. So this is the kind of, of, of of memory that I have from the beginning of the company. [00:22:57] Lindsey Dinneen: Yeah. I love that. That's, that's really cool. You, you know, you mentioned also at the beginning that some of your experience as a pilot was really critical in helping you learn different skills or disciplines that help you succeed throughout your career and today. Do you mind just talking a little bit more about some of the things that you still hold onto as really important lessons learned? [00:23:24] Ofer Shalev: Okay, know, to be in a, in a cockpit of a fighter i-- of a, of a fighter airplane, I mean, just ones that was there can, can understand what I'm speaking about. But it's a who- the whole way of thinking. So I would say that from time to time, when I have quite, quite a big challenge, I, I, I imagine to myself that I'm in the cockpit, okay? In order to, to think the same way that you used to think fifty years ago. Okay? Now with, wi-with, with regarding with regarding it to to some advice, okay? To to some to some other entrepreneur, let's call it this way. So, I would say that first of all, choose a real breakthrough idea. Not an idea that, okay that probably someone else did before or will do it after-- will, will make it after you. Try to find a real breakthrough idea to... Because, you know, at the end, you, you sacrifice a, a big piece of your life about it. [00:24:24] Lindsey Dinneen: Mm-hmm. [00:24:25] Ofer Shalev: So try to find something which is real, real something. This is one. Then you have to have a very strong backbone and remain committed to your vision. Yes, you might change the technology, that's okay, but you have to be committed to your vision. And furthermore, probably many times along the way, you will hear from people you will not succeed, it's the wrong way, et cetera, et cetera, et cetera. So nowadays, when I hear this kind of a voice, I say, "Why don't you open the startup of yourself? If you know it so well, why don't you open? Because you don't have the courage?" [00:25:06] Lindsey Dinneen: Mm-hmm. Mm-hmm. [00:25:08] Ofer Shalev: And yes, courage is, is, is, is another component which is very important to entrepreneur that choose a way how to change the world. [00:25:18] Lindsey Dinneen: Mm. Yeah. I love that. Thank you for sharing. Okay, so pivoting the conversation a little bit just for fun, imagine that you were to be offered a million dollars to teach a master class on anything you want. Could be within your industry, doesn't have to be. What would you choose to teach? [00:25:40] Ofer Shalev: I don't know how to do it, but I will say it in other ways. I probably to, to, to, to teach people how to avoid or what to do while you are in a dead end. [00:25:52] Lindsey Dinneen: Hmm. Okay. Do you wanna elaborate a little bit? 'Cause I'm curious. [00:26:00] Ofer Shalev: I think that, that, that your ability really to believe in yourself is a key factor. [00:26:05] Lindsey Dinneen: Mm-hmm. Mm-hmm. [00:26:06] Ofer Shalev: Your ability to, to free your mind, not to focus about the current problem, but to free your mind, going outside and try to find some other idea is quite important one. [00:26:18] Lindsey Dinneen: Yeah. [00:26:18] Ofer Shalev: Yeah, those kinds of things. Probably we have to think about this kind of a masterclass. [00:26:23] Lindsey Dinneen: That would be a great masterclass, yeah. Okay. All right. [00:26:27] Ofer Shalev: By the way, I, I truly believe that in order... I mean, at least that's what I'm doing. But I, I besides that I'm working very hard, I try to read many books. It might be biography, it might be historical novel, it might be by... it might be a thriller. I try to be very, very diverse in what I am reading. I believe it's, it's just fruitful my mind, and not to focus about only about some scientific articles. [00:26:56] Lindsey Dinneen: That's... I love that. That's great. All right. And how do you wish to be remembered after you leave this world? [00:27:06] Ofer Shalev: Well, it's not something that I particularly concerned about it, truly. I don't, I, I don't... I, I, I will say fir- I will say something else. I truly believe that true leader are not focused about what people will remember about them. It is important that the vision will stay. It's important that a father and mother, or children that have cancer in the family will be able to live longer life with a better quality of life. It's much more important if people know, "Hey, Ofer Shalev bring this technology to the market." [00:27:45] Lindsey Dinneen: Mm-hmm. [00:27:46] Ofer Shalev: That, that the way I see it. I mean, I don't care too much what will people remember after I leave this world. [00:27:53] Lindsey Dinneen: Yeah. No, that's, that's beautiful. I love that. Okay, and then final question: What is one thing that makes you smile every time you see or think about it? [00:28:04] Ofer Shalev: Well, that is very, that is very easy. You know, when you have so many, so many grandchildren, so, to hear the questions "Why did, why did it happen?" "Why the bird is flying so high?" The, the truth and simplicity of children and the way that they are thinking, that's really something that make, I think, everybody smiling about it. [00:28:28] Lindsey Dinneen: Yeah. That's so fun, and I couldn't agree more. I I have a few nieces and a nephew, and getting to, to sort of see the world again through their eyes and perspective is just really fun. It's just, it's joyful. [00:28:44] Ofer Shalev: Yeah, it's a great chance to hear about a simple way of, of how the world should, should be. [00:28:49] Lindsey Dinneen: Yeah. Curiosity. I love the never-ending curiosity. [00:28:52] Ofer Shalev: And asking many questions. It's very-- I mean, asking question is, is a great, is a great benefit. [00:28:58] Lindsey Dinneen: Yes. [00:28:58] Ofer Shalev: Ask as many questions as you can. [00:29:00] Lindsey Dinneen: Your whole life. [00:29:01] Ofer Shalev: Yeah. [00:29:02] Lindsey Dinneen: Yeah. Excellent. Well, this has been such a great recording. I really appreciate you sharing your your vision especially about New Phase and where you hope that the company will go and, and the lives that it'll impact. And I know you're well on your way, and I just wanna thank you for not listening to the people who said, "This is not gonna happen," or were trying to discourage you. I'm just so thankful that you're doing what you're doing. And we are honored to be making a donation on your behalf as a thank you for your time today to Feeding America, which works to end hunger in the United States by partnering with food banks, food pantries, and local food programs to bring food to people facing hunger, and they also advocate for policies that create long term solutions to hunger. So thank you for choosing that organization to support. So, really appreciate you being here today and just really appreciate everything you're doing to change lives for a better world. [00:30:00] Ofer Shalev: Thank you very much, Lindsey. [00:30:02] Lindsey Dinneen: All right. You too. Bye. [00:30:04] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Send us Fan MailIn this episode of the WTR Small-Cap Spotlight Podcast, Yehu Ofer, CEO, and Einav Brenner, CFO of Odysight.ai Inc. (Nasdaq and Tel Aviv: ODYS), join host Tim Gerdeman and WTR equity research analyst James Kisner. Odysight.ai pairs small optical sensors with AI to bring predictive maintenance to aerospace, defense, and industrial markets, placing eyes inside hard-to-reach, safety-critical parts to spot leaks, cracks, and corrosion and forecast failures before they happen. Ofer explains how legacy monitoring relies mostly on vibration sensors bolted to moving parts, leaving much of a platform checked only by the human eye, and how Odysight's AI reads what those systems miss. He traces the path from optics to a qualified aerospace product and why today's defense environment is pulling customers in. Brenner walks through the backlog, the shift toward recurring revenue, and the company's cash and funding. Ofer closes with the milestones investors should watch across the U.S., Europe, and beyond.

Ofer Barshem is the Co-Founder and CEO of CellLipo, an Israeli medtech company developing a breakthrough technology that transforms a patient's own fat into a stem cell-rich therapy for regenerative medicine. The technology has the potential to make regenerative treatments more consistent, accessible, and ready for immediate use in both aesthetic and orthopedic medicine. Avraham sat down with Ofer to discuss the future of regenerative medicine, how CellLipo's technology works, the journey from hospital innovation to startup, fundraising challenges, the Israeli biotech ecosystem, the company's roadmap to clinical trials and FDA approval, tips for founders, and much more. Do you have a great innovation? We'd love to hear from you. Contact us by going to https://jmbdavis.com/startup/contact. Learn more at https://jmbdavis.com and https://jmbdavis.com/startup. Also available at https://soundcloud.com/jmbdavis/ cell-lipo. Listen to all of the episodes at https://jmbdavis.com/podcast.

durée : 00:02:15 - L'Humeur du matin par Guillaume Erner - par : Guillaume Erner - La disparition d'Ofer Bronchtein est évidemment une nouvelle terrible pour ceux qui l'aimaient. Mais elle est aussi une mauvaise nouvelle pour ceux qui ne le connaissaient pas. Car elle signifie qu'une génération s'en va : une génération qui croyait encore la paix possible. - réalisation : Félicie Faugère

durée : 00:02:15 - Les Matins de France Culture - par : Guillaume Erner - La disparition d'Ofer Bronchtein est évidemment une nouvelle terrible pour ceux qui l'aimaient. Mais elle est aussi une mauvaise nouvelle pour ceux qui ne le connaissaient pas. Car elle signifie qu'une génération s'en va : une génération qui croyait encore la paix possible. - réalisation : Félicie Faugère Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

durée : 00:12:15 - Les journaux de France Culture - Le cofondateur et président du Forum International pour la Paix est décédé hier à Paris, à l'âge de 69 ans. Franco-israélien, il était l'un des plus fervents militants de la paix entre Israéliens et Palestiniens et l'un des militants les plus acharnés de la solution à deux États. - réalisation : La Rédaction de France Culture, Anne-Laure Chouin, Nicolas Pommé Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

durée : 00:12:15 - Journal de 7 h - Le cofondateur et président du Forum International pour la Paix est décédé hier à Paris, à l'âge de 69 ans. Franco-israélien, il était l'un des plus fervents militants de la paix entre Israéliens et Palestiniens et l'un des militants les plus acharnés de la solution à deux États. - réalisation : La Rédaction de France Culture, Anne-Laure Chouin, Nicolas Pommé Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Aduro Clean Technologies (NASDAQ:ADUR) Ofer Vicus, Co Founder & CEO presents at the 12th Annual Gabelli Waste & Environmental Services Symposium held on April 9th, 2026. Moderated by LtCol Tony Bancroft, USMCR. To learn more about Gabelli Funds' fundamental, research-driven approach to investing, visit https://m.gabelli.com/gtv_cu or email invest@gabelli.com. Connect with Gabelli Funds: • LinkedIn - https://www.linkedin.com/company/investgabelli/ • X - https://x.com/InvestGabelli • Instagram - https://www.instagram.com/investgabelli/ • Facebook - https://www.facebook.com/InvestGabelli http://www.Gabelli.com Invest with Us 1-800-GABELLI (800-422-3554)

Apa e esențială: 35-40 ml/kg corp zilnic (≈2,4 l pentru 60kg). Fără consum adecvat, organele suferă, mintea devine confuză. Dar sufletul are sete profundă pe care doar Dumnezeu o poate potoli. Isus: „Dacă însetează cineva, să vină la Mine și să bea.” Oferă din izvoarele mântuirii: iertare,pace, putere, speranță! Citește acest devoțional și multe alte meditații biblice pehttps://devotionale.ro#devotionale #devotionaleaudio

Hindu sacred geographies are shaped by interwoven webs of myth, ritual, and pilgrimage. Routes, Patterns, Ideologies: Navigating Sacred Sites in India (HASP, 2025) brings together essays that offer in-depth explorations of Hindu sacred spaces, focusing on the relationships between sites as a crucial dimension of their theological and social significance. Drawing on textual analysis, visual studies, and ethnographic insights, the contributors to this volume illuminate the patterns and mechanisms that link sacred sites into dynamic networks, demonstrating how sacrality is continually negotiated through evolving cultural, political, and theological landscapes. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Hindu sacred geographies are shaped by interwoven webs of myth, ritual, and pilgrimage. Routes, Patterns, Ideologies: Navigating Sacred Sites in India (HASP, 2025) brings together essays that offer in-depth explorations of Hindu sacred spaces, focusing on the relationships between sites as a crucial dimension of their theological and social significance. Drawing on textual analysis, visual studies, and ethnographic insights, the contributors to this volume illuminate the patterns and mechanisms that link sacred sites into dynamic networks, demonstrating how sacrality is continually negotiated through evolving cultural, political, and theological landscapes. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/indian-religions

Hindu sacred geographies are shaped by interwoven webs of myth, ritual, and pilgrimage. Routes, Patterns, Ideologies: Navigating Sacred Sites in India (HASP, 2025) brings together essays that offer in-depth explorations of Hindu sacred spaces, focusing on the relationships between sites as a crucial dimension of their theological and social significance. Drawing on textual analysis, visual studies, and ethnographic insights, the contributors to this volume illuminate the patterns and mechanisms that link sacred sites into dynamic networks, demonstrating how sacrality is continually negotiated through evolving cultural, political, and theological landscapes. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/religion

Join Rabbi Marc Katz for a powerful and unexpected conversation with historian Ofer Idels author of Embodying the Revolution: The Hebrew Experience and the Globalization of Modern Sports in Interwar Palestine (Rutgers UP, 2025). This episode dives into a fascinating paradox at the heart of modern Jewish history:Why did Zionism—especially during the era of “muscular Judaism”—remain deeply ambivalent about sports? Drawing on rich archival research and contemporary theory, Idels reveals a surprising story of Mandate Palestine, where athletes rarely became national heroes and sports never fully transformed into symbols of collective pride. This is more than a history of sports—it's a conversation about selfhood, revolution, ideology, and the compromises embedded in every national dream. If you care about Zionism, Jewish culture, modern identity, or the meaning of revolution, this is an episode you won't want to miss. Ofer Idels is the Jenny Belzberg Postdoctoral Fellow at the University of Calgary, Canada. He is the author of Zionism: Emotions, Language and Experience. Rabbi Marc Katz is the author of Yochanan's Gamble: Judaism's Pragmatic Approach to Life. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Join Rabbi Marc Katz for a powerful and unexpected conversation with historian Ofer Idels author of Embodying the Revolution: The Hebrew Experience and the Globalization of Modern Sports in Interwar Palestine (Rutgers UP, 2025). This episode dives into a fascinating paradox at the heart of modern Jewish history:Why did Zionism—especially during the era of “muscular Judaism”—remain deeply ambivalent about sports? Drawing on rich archival research and contemporary theory, Idels reveals a surprising story of Mandate Palestine, where athletes rarely became national heroes and sports never fully transformed into symbols of collective pride. This is more than a history of sports—it's a conversation about selfhood, revolution, ideology, and the compromises embedded in every national dream. If you care about Zionism, Jewish culture, modern identity, or the meaning of revolution, this is an episode you won't want to miss. Ofer Idels is the Jenny Belzberg Postdoctoral Fellow at the University of Calgary, Canada. He is the author of Zionism: Emotions, Language and Experience. Rabbi Marc Katz is the author of Yochanan's Gamble: Judaism's Pragmatic Approach to Life. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/sports

Join Rabbi Marc Katz for a powerful and unexpected conversation with historian Ofer Idels author of Embodying the Revolution: The Hebrew Experience and the Globalization of Modern Sports in Interwar Palestine (Rutgers UP, 2025). This episode dives into a fascinating paradox at the heart of modern Jewish history:Why did Zionism—especially during the era of “muscular Judaism”—remain deeply ambivalent about sports? Drawing on rich archival research and contemporary theory, Idels reveals a surprising story of Mandate Palestine, where athletes rarely became national heroes and sports never fully transformed into symbols of collective pride. This is more than a history of sports—it's a conversation about selfhood, revolution, ideology, and the compromises embedded in every national dream. If you care about Zionism, Jewish culture, modern identity, or the meaning of revolution, this is an episode you won't want to miss. Ofer Idels is the Jenny Belzberg Postdoctoral Fellow at the University of Calgary, Canada. He is the author of Zionism: Emotions, Language and Experience. Rabbi Marc Katz is the author of Yochanan's Gamble: Judaism's Pragmatic Approach to Life. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/jewish-studies

In this episode of Mastering eCommerce Marketing, host Eitan Koter sits down with Talor Ofer, founder of Retail Empire, to talk about what it really takes for brands to get into brick and mortar retail in the US.Talor has spent more than 25 years working directly with retail buyers and helping brands move from online-only sales into physical stores. At Retail Empire, his team connects vendors with buyers across hundreds of retail chains, from specialty stores to major big-box retailers.In this conversation, Eitan and Talor talk through why retail still plays such a big role in 2026, even as more brands start online. Talor explains why many founders are closer to retail-ready than they think, and what usually holds them back.They cover how buyers make decisions today, why samples matter more than most brands realize, and what retailers look for beyond just a good product. Talor also breaks down pricing expectations, common mistakes that slow deals down, and how brands should think about wholesale, packaging, and supply chain before approaching buyers.If you're running a DTC brand, selling on Amazon, or thinking about wholesale for the first time, this episode gives a clear look at how retail actually works, straight from someone who's in those conversations every day.Website: https://www.vimmi.net Email us: info@vimmi.net Podcast website: https://vimmi.net/mastering-ecommerce-marketing/ Talk to us on Social:Eitan Koter's LinkedIn | Vimmi LinkedIn | YouTube Guest: Talor Ofer, Founder at Retail EmpireTalor Ofer's LinkedIn | Retail EmpireWatch the full Youtube video here:https://youtu.be/f6-nuwE5-NATakeaways:Retail is a crucial channel for brands, despite the rise of D2C.Brands must ensure they have a solid supply chain before entering retail.Packaging is key; it should communicate the product's value quickly.Retail buyers are looking for brands with a compelling story.Fast decision-making is becoming more common among retail buyers.Pricing strategies are evolving due to market competition and tariffs.Samples are essential for securing orders from retailers.Understanding the setup process with retailers is critical for success.Brands should be aware of market trends to stay relevant.Loyalty and honesty are foundational for long-term business relationships.Chapters:00:00 Introduction to...

An eye-opening look at how all American workers, even the highly educated and experienced, are vulnerable to the stigma of unemployment. After receiving a PhD in mathematics from MIT, Larry spent three decades working at prestigious companies in the tech industry. Initially he was not worried when he lost his job as part of a large layoff, but the prolonged unemployment that followed decimated his finances and nearly ended his marriage. Larry's story is not an anomaly. The majority of American workers experience unemployment, and millions get trapped in devastating long-term unemployment, including experienced workers with advanced degrees from top universities. How is it possible for even highly successful careers to suddenly go off the rails? In The Stigma Trap: College-Educated, Experienced, and Long-Term Unemployed (Oxford UP, 2024), Ofer Sharone explains how the stigma of unemployment can render past educational and professional achievements irrelevant, and how it leaves all American workers vulnerable to becoming trapped in unemployment. Drawing on interviews with unemployed workers, job recruiters, and career coaches, Sharone brings to light the subtle ways that stigmatization prevents even the most educated and experienced workers from gaining middle-class jobs. Stigma also means that an American worker risks more than financial calamity from a protracted period of unemployment. One's closest relationships and sense of self are also on the line. Eye-opening and clearly written, The Stigma Trap is essential reading for anyone who has experienced unemployment, has a family member or friend who is unemployed, or who wants to understand the forces that underlie the anxiety-filled lives of contemporary American workers. The book offers a unique approach to supporting unemployed jobseekers. At a broader level it exposes the precarious condition of American workers and sparks a conversation about much-needed policies to assure that we are not all one layoff away from being trapped by stigma. Stephen Pimpare is a Senior Fellow at the Carsey School of Public Policy at the University of New Hampshire. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network