“I really think that the toughest part, and it is a tough part – it’s really a governance change in terms of how the company operates because when you’re in Israel, you see your Israeli executive team, that part of the site all the time, next to the watercooler. All the sudden that becomes Zoom, and it’s much, much harder, and the overlapping hours are limited. It just turns the company into something else; it changes the dynamic. It’s very, very important to adapt before it hurts morale, and that’s exactly what we did, and today, it’s much, much smoother.”