Guy Kogel

What is the most significant initiative you have led recently?
SeatPick’s transition to an AI-first company across all areas of activity. The initiative includes making AI tools accessible to all employees, alongside training and integrating them into everyday workflows. The goal is to enable each team to work more independently, streamline routine tasks and turn ideas into reality, while combining technological capabilities with the knowledge and judgment of our people.

What do you see as the company’s key strengths?
A lean team that operates like a much larger company. The combination of strong technology, data and AI enables us to move faster than our competitors and expand into new markets without increasing the size of the team at the same pace.

While most players in the market present inventory from a single provider, we have built an infrastructure that collects and consolidates data on an unprecedented scale in our industry. This data is the foundation for a completely different user experience: smart search, transparent comparison and clear seating maps, turning ticket purchasing from a frustrating process into a simple and fast one.

What recent initiatives will contribute to the company’s growth in the coming years?
Our strength lies in combining a deep understanding of the ticketing market and fans’ needs with the ability to build solutions using advanced technologies. Our teams work independently and take responsibility for the entire process, from identifying a need through development and launch. This combination enables us to move quickly, turn ideas into products and respond precisely to users’ needs.

What are the company’s main challenges in the coming years?
The main challenge is combining the capabilities of artificial intelligence with the experience, creativity and judgment of our people. We aim to continue growing with a small, high-quality team in which every person has meaningful responsibility and impact.

At the same time, it is important for us to maintain self-funded growth through the company’s revenues, while carefully prioritizing investments and preserving our flexibility and business independence.

What advice would you give to a manager at the beginning of their career?
My greatest challenge as a manager was learning to delegate and let go. Because of my tendency to be deeply involved in every detail, I took everything on myself and was part of every decision.

Once I stepped back and gave people real responsibility, things began to flow, and the team grew and surprised me for the better. That is my advice to every new manager: your role is not to do everything yourself, but to build a team that can do it better than you can.

What is important to remember during difficult times?
Previous crises taught me that the greatest opportunities are often found precisely during difficult periods. The key is to survive the wave: protect the team, focus on what truly matters and keep building even when things are difficult.

Those who persevere and remain prepared are the ones who seize the opportunities when they arrive and emerge from the crisis stronger than they entered it.