Interview with Yogev Goldis, Chief People Officer at Komodor

Introduction

Yogev Goldis, CPO at Komodor, is one of the leading HR figures in today's Israeli tech scene. At 36, he leads a strategic community of HR leaders, advises startups, and simultaneously heads the People function at a global AI SRE company with employees across Israel, the United States, and Europe.

What sets Yogev apart is a rare combination of broad experience, ranging from elite cybersecurity companies to low-tech organizations, from small startups to large global companies, alongside a deeply human and honest approach that stands out in every interaction. He strongly believes in the concept of the "Zone of Genius," the place where a person's strengths meet their true passion.

In this interview, Yogev shares the fascinating path that brought him to where he is today, opens up about a powerful personal story around authenticity, and explains how the HR profession is evolving in the age of technology and AI.

Tell us about yourself. Who are you, what is your role, and what do you lead within the organization?

"My name is Yogev Goldis. I'm married to Adi, a father of three wonderful kids, and we live in Givatayim. Today, I'm the CPO of Komodor, a global AI SRE company with employees in Israel, the US, and Europe.

I work closely with the founders and leadership team to build strong people-infrastructure, lead change, and support the growth and success of the business.

At the same time, outside of my day-to-day role, I advise startups, mentor HR and Talent leaders, and stay active within the professional community. I also manage a community of VP HRs, which strengthens my professional perspective and expands my impact beyond my own organization."

What did your professional journey look like on the way here?

"My career has spanned multiple worlds. I've worked in an elite cybersecurity company, low-tech firm, hyper-growth scaleup and a small startup. It's not a typical combination, but it gave me a deep and broad understanding of the HR profession.

This diversity also taught me how to adapt to different environments, cultures, and industries, and helped me build a large professional network that still accompanies me today. Each stop along the way taught me something different about people and leadership."

How do you manage to be "everywhere" at once: advising, leading a community, and being a CPO at a successful startup?

"Dr. Gay Hendricks, introduced the idea of the "Zone of Genius," the place where your strengths and your passion intersect.

I believe I'm operating in my Zone of Genius, which is why I don't feel like I need to "allocate time to work." I do what I love. I enjoy it, it energizes me, and it fulfills me. I like spending most of my day around this world in different forms: lecturing to students, mentoring HR professionals, doing my day-to-day work at Komodor, and advising other SUs.

The second thing is experience. When you have seniority and perspective, you learn how to manage yourself far more efficiently and with greater focus."

Can you explain more about the "Zone of Genius"?

"The Zone of Genius is a model developed by American psychologist Dr. Gay Hendricks. It refers to the activities that put us in a state of maximum enjoyment, deep pride, and "flow". This is that feeling of total immersion where time seems to disappear.

It's the place where we say, "I nailed it," "I was on fire," "I was in the zone." Simply, it's where you are at your very best, where your strengths and passions align.

This is very different from the traditional mindset of "be practical, study something practical." I believe that what truly drives a fulfilling career is first understanding your passions, and only then building a career around them.

If you think about Maslow's hierarchy of needs, self-fullfilment sits at the top. I believe that for today's generations, the pursuit of self-fulfillment is becoming increasingly central."

When did you first feel "at home" in HR?

"Already in my first role, when I worked at Issta, a public travel company with around 1,200 employees. I saw how much influence I had on managers, processes, and culture. It felt natural and intuitive. Even then, I knew I was heading toward a long-term career in HR.

There were many defining moments along the way: my first hire, my first disciplinary hearing, supporting a new manager. But one of the most formative moments was my first termination conversation.

I was 23 years old, sitting across from someone who could have been my mother, holding a situation full of human complexity. And I realized: it's not about me, it's about her. That moment taught me how deep this profession really is, how much responsibility and care it requires. When people say "matters of life," this is exactly what they mean.

There are also the positive moments, when you change someone's career by giving them an opportunity, or help them step into a role where they truly live their Zone of Genius. Being part of something that genuinely changes someone's life is incredibly powerful. I have countless stories like that."

How would you define your professional approach in one sentence?

"Always be honest, even when it's uncomfortable.

Especially in HR, honesty is critical. Our goal is for leaders and employees to trust us, consult with us, and come to us. Without honesty, it's nearly impossible to build that trust. People aren't naive.

Even when delivering difficult messages, if you're honest and transparent about your thinking, people often appreciate it, even if they don't fully agree. It's about not sugarcoating, not circling around the truth, and not dressing things up unnecessarily."

Was there ever a moment when you didn't act according to your values? Or a "wake-up call" that brought you back to them?

"Yes. I'll take us back a bit. I served as an Operations Officer in the intelligence corps at the IDF. I'm gay, and at the time, I was in the closet, out of fear of how it might affect my career or how senior commanders would react.

I stayed in the closet, and it was heavy. Constantly hiding, constantly not being fully yourself. It was a very difficult time.

Later, once I gained more confidence and self-acceptance, I came out. That happened during my time at Issta, my first workplace out of the IDF. Everything changed. I strongly connect that moment to my professional growth. When I brought my full self to work, I was simply able to be the best version of myself. No barriers, no brakes.

That experience deeply shaped my professional philosophy of honesty and authenticity, how I communicate, lead difficult conversations, make decisions, and drive change."

Do you have advice for someone who is still in the closet and reading this interview?

"That's a tough one. But if you've reached the point where you're considering coming out, you're incredibly brave. It's not easy, but I genuinely don't know people who made that choice and regretted it in the context of their professional lives.

If you need time, take it. There's no rush. It should come from a place of safety and wholeness, when you feel you have the support system you need."

What excites you most in your daily work?

"Those moments when a single question changes direction, when a suggestion solves a problem, or when a mindset turns something complex into something possible. Those moments move organizations, and they move me.

It's the sense of impact. It doesn't require massive transformations or huge projects necessarily. Even small things matter. For example, when a manager is debating a hire and I ask, "What does success look like in this role?" and suddenly you can see the gears turning differently.

When an employee comes to me struggling with how to approach their manager, or when a CEO consults me on a leadership issue and a different perspective changes everything, that's what excites me. Impact. All these things translate directly and indirectly into business outcomes."

What achievement from recent years are you most proud of?

"Two things. First, for the first time in my career, I joined a startup at a very early stage. I joined Komodor when it had roughly 35 employees and have accompanied it through its growth into a global company of over 100 employees, with strong revenues and a very exciting future.

Building leadership teams, setting up operations across multiple countries, hiring and growing high-performing teams and establishing a meaningful presence in a highly competitive market is something I'm deeply proud of.

Second, my contribution to the professional community. Advising, mentoring, supporting HR and recruiting leaders, and helping companies shape their HR and talent strategies. It's not something I take for granted, and I'm grateful to be at a stage where I can give back to the ecosystem."

What major trends or changes do you see in the HR industry?

"AI is everywhere. But unlike the last couple of years, which were more about rushing to use AI tools without deeply understanding where they truly add value, we're now seeing a return to fundamentals.

Organizations are breaking down processes, deeply understanding needs, mapping each step, identifying where AI can truly improve efficiency and quality, and then rebuilding processes more intelligently. It's a structured, methodical approach, not just experimenting with tools.

As a result, HR is becoming more technological, analytical, and fast-paced."

What do people misunderstand about HR?

"HR is not about operations or employee perks. It's a highly complex strategic profession, working with many stakeholders: executives, boards, employees, vendors, candidates, and more. Each layer brings its own complexity.

HR directly influences core business decisions and business outcomes. In organizations where HR is weak or absent, challenges are significantly harder to overcome. It can truly be the difference between leading companies and average ones."

How can technology help solve HR challenges today?

"I'm an early adopter. I test, play, and implement. AI is everywhere, both personally (I don't plan a single trip without ChatGPT) and organizationally. I'm not afraid to break processes and rebuild them from scratch.

Beyond AI, we'll see a massive expansion of automation. Not AI, just automation. Many existing processes will start running on their own: operations, analytics, data flows, internal communications.

The combination of AI and automation will replace outdated processes and free HR to focus on the true heart of the profession. And that word, "heart," is intentional. That "skill" will only become more important."

How does the HR role differ between large companies and startups?

"The core challenge in startups is constant change across lifecycle stages. Going from zero to one million in revenue, from one to ten, from ten to fifty. Each stage reshapes culture, people, and roles.

HR's role is to identify what the next stage is and prepare today so that tomorrow's growth leap can happen in a healthy, sustainable way.

That means ensuring the right people are in the right roles, that processes fit the current stage, and that infrastructures are aligned. In later stages, that means creating order and reducing chaos. In earlier stages, it means avoiding processes that slow the company down.

Startups move fast. The jump from the first million to the next ten doesn't take ten years, it can take one or two years. You're building the bridge while walking on it."

One tip for someone starting a career in HR?

"Get your hands dirty. Ask a lot of questions. Experiment. Say yes to opportunities. Be bold.

If you're creating value, make sure it's visible. Being excellent quietly isn't enough. Visibility gives you a competitive edge."

A book or podcast that influenced you professionally?

"There's a book called "WHO" by ghSMART that I read when I worked for Gett. It's based on deep research into how successful companies attract and evaluate top talent. They developed a clear hiring and talent methodology that truly shifts perspectives.

Since I first read it, I've implemented it in every company I've worked with. It had a real impact on me."

Conclusion

Yogev Goldis represents the future of the HR profession: a blend of human authenticity and technological innovation, deep understanding of people alongside the ability to navigate a constantly evolving business world. He proves that when you find your Zone of Genius, work becomes not just a profession, but a mission.