Transform your Sales with AI Secrets

From tanks to sales calls: why Or sees things differently

Or’s story does not start in tech or in a shiny office. It starts in the Israeli army, commanding tanks at eighteen, dealing with real risk, real pressure, and real people in extreme situations. Three years of that leaves you with two things that are priceless in sales. Calm in chaos and a deep instinct for how groups behave under stress.

When he left the army he did not jump straight into software. He went to sell cars for Chevrolet. Classic tough selling. People walk into the salon with resistance, a budget, a family opinion in their ear, and a thousand doubts. You have a short window, big ticket prices, and no time for theory. Seven years later he was leading the whole country operation for the brand, managing dozens of sellers and many branches.

That background matters, because it explains the way he looks at sales now. For him sales is not a perfect deck and a smooth script. It is pressure, emotions, timing, and human signals. It is seeing the small micro reactions that tell you if a deal is alive or already dead and nobody has said it out loud yet.

Then came the jump to Oracle. From selling cars to selling big enterprise deals, long cycles, many stakeholders, many calls. That was the bridge to what he does now. He saw both worlds. Short cycle consumer selling and slow, heavy, political enterprise selling. Same fundamental truth underneath both. People buy with emotion, justify with logic later.

The silent problem of remote sales

Then the world moved onto Zoom and similar platforms. Something important disappeared overnight and nobody could name it properly.

You sit on a call. One buyer is speaking. Two buyers are silent squares. You look at the speaker because humans do that by default. You cannot see the full room. You cannot feel the energy. You are blind to half the conversation.

Or uses a simple example. Try it yourself. Look at the speaker on screen and without moving your eyes try to see another participant clearly in the side of your vision. You can not. Your brain literally ignores them. Now imagine that other person is the real decision maker or the one who secretly dislikes your pricing, your product, or your company. You finish the call thinking it went fine. It did not. You just did not see the damage being done.

That is the remote blind spot he wanted to fix. Not by telling reps what to say, but by showing them what they are missing.

What Novacy actually does in plain language

Novacy sits on top of your calls and listens to three things at the same time.

• First the words. It uses large language models to understand topics, pain points, objections, commitments, and all the classic conversation content.
• Second the sound. Tone, energy, sentiment, changes in voice. Happy, annoyed, confused, neutral.
• Third the video. Not in a creepy biometric sense, but in a simple question. Who is engaged right now, who is leaning in, who is freezing, who is clearly uncomfortable, who lights up when a certain topic comes up.

Then it connects these three streams into one story. When you mention pricing, the CFO freezes. When you talk about implementation effort, the operations director starts nodding. When you pitch your roadmap, the champion looks away. These are the small things a great seller would notice in a live room. Novacy tries to bring that back into the digital room and make it coachable.

The most powerful part is that this becomes visible over time. You can see patterns for each seller, for each type of call, even for certain personas. For example maybe a rep always loses engagement when they talk about security. Or buyers in one region always react strongly when you mention a certain competitor. Now coaching is not vague. It is specific and backed by evidence.

The fundraise story that proves the point

The fundraiser story is the best proof that this is not theory. During a call with a venture fund, Or explained that he would personally move and lead sales in the United States. On the recording you can literally see both the general partner and the associate shift in their chairs. Micro discomfort. Nothing was said. The call went on.

Novacy flagged that moment as a strong negative reaction around that specific topic. Or took it seriously. He called back and asked directly about that part. That simple courageous question opened the real concern. They did not fully believe a founder with no United States network could build an enterprise sales machine alone.

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Because the concern was on the table they could solve it together. They co created a plan. Or leads sales early when the product and motion are still forming. A local leader gets hired once the pattern is clear. That fund later became one of their biggest investors.

Without the behavioral insight that deal would almost certainly have slipped away with a polite vague answer like we will think about it.

Emotion first, maths second

Or is very clear about this part. People buy with emotion. They defend the decision with numbers. Pain is emotional first. The spreadsheet comes second.

He uses a simple picture. If you just have a small headache, water and some rest might be fine. If you suffer from serious migraines and you have the biggest deal of your career in thirty minutes, you will pay a lot to make that pain go away now. The pill is the same object. The emotional context makes it ten times more valuable.

Too many sellers rush to logical benefits before they have explored the emotional context. They say we increase efficiency by twenty percent and save X hours. They should be asking what this problem really feels like, what it has already cost, what it will cost if nothing changes, and how it impacts the person personally. Sleep, promotion, reputation, team morale.

That is why he is almost obsessed with pain discovery. He says the first meeting should be almost only about pain. Not about demos or feature tours. When you fully understand the injury, you can position your solution honestly. If there is no real pain, you walk away. If there is pain you can solve, then you have a real reason to work together.

Privacy, trust and the ethics question

Of course whenever you start analyzing video and behavior people get nervous. Especially in Europe with strict data laws.

Or’s view is straightforward. Buyers already agree to many call recordings. The real question is what you do with the information and whether it truly helps both sides.

Novacy does not care about faces as identities. It cares about reactions linked to moments in the conversation, then discards the raw visuals. The point is not to profile individuals forever. The point is to give sellers enough clarity to stop wasting time and to tailor the process more honestly.

In his words, good behavioral insight means you can qualify out faster, respect the buyer’s time more, and avoid dragging people through long slow cycles that were never going to end in a deal.

Sales culture in the age of AI

One of the more interesting parts of the conversation is about culture. Tools will not fix a lazy culture. They will make it visible.

If your culture is slow, sloppy and excuse driven, AI will just produce very clear evidence of that fact. Calls not followed up. Quotes delayed. Signals ignored. Lost deals with the same pattern repeated.

If your culture is hungry and coachable, AI becomes a force multiplier. You can show reps that top performers always do certain things. Ask certain questions. Handle objections in a specific way. You can show them that one small change increases close rates or reduces churn. You do not need to preach. You just show.

He also insists you must give sellers a reason to care. Do not just say here is the new playbook. Tell them what they personally gain if they adopt new behaviors. More closed revenue, more commission, fewer painful deals that fall apart at the finish line.

How he thinks reps should change their mindset

Or’s advice to individual sellers is blunt.

• First, accept that if you do not make the call you already have a no. So trying cannot make things worse.
• Second, stop obsessing over the outcome. Focus on whether you truly understand the buyer and whether there is a real fit. If you do that consistently the outcomes improve naturally.
• Third, disqualify much more aggressively. If the product is going to be cancelled in two months because the fit is bad, better to say no early than to clog support, hurt your brand and burn your own energy.
• Fourth, remember this line and let it guide how you work.
  

Nobody buys because they understand you.

People buy because you understand them.

Everything in his journey, his product and his philosophy loops back to that idea. AI is just the tool that helps sellers live it with more clarity and less guesswork.

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