{ "name": "The Last Founder", "canonical_url": "https://thelastfounder.com/", "content_language": "en", "episodes": [ { "id": "tMxZKi2qAOM", "title": "How does a startup actually become AI-native?", "participants": "Daniel Maman / Corgi.ai", "summary": "Adoption in R&D is only the beginning. Daniel Maman explores the changes the rest of the company needs to make, without getting lost in the hype.", "watch_url": "https://www.youtube.com/watch?v=tMxZKi2qAOM", "display_duration": "45 min", "url": "https://thelastfounder.com/episodes/tMxZKi2qAOM/", "topics": [ "AI adoption", "Building companies" ], "guest_url": "https://thelastfounder.com/guests/daniel-maman/", "notes": "Adding a coding assistant to R&D is a start, not an organizational transformation. Daniel Maman, co-founder of Corgi.ai, joins Ron Gross to examine the less obvious work of becoming AI-native: changing products, internal processes, customer delivery, and the way a founder delegates.", "sections": [ { "heading": "AI adoption does not move at the same speed everywhere", "paragraphs": [ "Daniel separates three problems that are often treated as one: putting AI into a product, using it to build that product, and using it across the company. R&D has an advantage. Developers already work in environments where outputs can be tested, and coding tools give them a relatively clear starting point. Other teams face a different challenge.", "Sales, finance, marketing, and customer success do not automatically become AI-native because engineers write code faster. Their users may not be technical, their workflows are less standardized, and the useful result is often harder to define. Daniel describes Corgi's work as helping companies bridge the gap between what people need, what they want, and what they can comfortably use." ] }, { "heading": "When agents become customers", "paragraphs": [ "The conversation also looks outward. A business may need to serve software agents as well as people. That changes product interfaces and how a company is discovered, evaluated, and bought from. An interface that works for a person browsing a website may not be the right interface for an agent acting on someone's behalf.", "Daniel connects this shift to his experience with automated activity on the web. The important distinction is no longer simply human versus bot: some automated actors can now be legitimate customers. Founders need to consider what an agent can understand and do, without assuming every automated request should be welcomed." ] }, { "heading": "The boundary between software and services", "paragraphs": [ "AI makes it easier to deliver work that once required a person using software. That blurs the line between a product and a service. Daniel and Ron discuss tailored workflows, productized services, and forward-deployed engineers who work close to customers to understand how a system should fit into their operations.", "The point is not that every company should become a consultancy. It is that delivering an outcome may require learning the customer's process, not merely handing them a tool. The business model and the implementation work need to match what the customer is actually buying." ] }, { "heading": "Building together, rather than alone", "paragraphs": [ "Ron brings the discussion back to the Builders community: people learning by shipping, working on their own projects, and helping one another. They consider multiplayer agents and collaborative workflows, where AI supports a group rather than a single isolated user.", "Daniel sees a reason for these communities beyond access to tools. People want to close knowledge gaps, compare experiences, and have others alongside them while they build. Collaboration still has value even when producing a first version becomes easier." ] }, { "heading": "Can the founder hand the company to an AI CEO?", "paragraphs": [ "Ron describes the appeal of participating more like a board member: setting direction without carrying every operating task. Daniel draws a distinction between giving an agent a narrow assignment and asking it to own an abstract business outcome. The more senior the role, the more judgment is needed to decide which work matters.", "His assessment in the conversation is that AI can take on well-defined tasks, but the founder still needs to orchestrate the work and decide what will move the business forward. A system that can execute instructions is not necessarily a system that can own the company." ] }, { "heading": "Learn the principles, not just the latest tool", "paragraphs": [ "Daniel's practical advice is to understand the model and the conventions around it, rather than treating a particular agent framework as the source of all the capability. For technical builders, creating a small agent can make that distinction concrete.", "The closing thread is about staying grounded: try the tools, notice what they can actually do, and avoid confusing a compelling demonstration with a working business. The episode leaves the founder with a broader question than which coding tool to choose: what has to change across the company for AI to create useful results?" ] } ], "chapters": [ { "time": "00:19", "title": "Meet Daniel and Corgi" }, { "time": "06:20", "title": "AI in the product, R&D, and the rest of the company" }, { "time": "15:12", "title": "Products, services, and customer delivery" }, { "time": "20:34", "title": "Multiplayer agents and building together" }, { "time": "29:00", "title": "Founderless companies and the AI CEO question" }, { "time": "37:42", "title": "Models, tools, and learning by doing" } ] }, { "id": "vlbs871K9po", "title": "Building faster is not the same as building something people need", "participants": "Itai Handler", "summary": "Itai Handler and Ron Gross on finding the problem before building the product, communities that come alive, and responsibility you cannot simply hand to AI.", "watch_url": "https://www.youtube.com/watch?v=vlbs871K9po", "display_duration": "30 min", "url": "https://thelastfounder.com/episodes/vlbs871K9po/", "topics": [ "Finding the problem", "Community", "Human responsibility" ], "guest_url": "https://thelastfounder.com/guests/itai-handler/", "notes": "AI can make a product easier to build. It cannot tell you that the product deserves to exist. Ron Gross talks with systems designer, product manager, and entrepreneur Itai Handler about finding a real problem, building communities that create value, and keeping a person responsible for the result.", "sections": [ { "heading": "Choosing a role, rather than doing everything", "paragraphs": [ "Itai describes combining freelance work with entrepreneurial projects instead of automatically taking on the all-consuming CEO role. He is interested in getting systems ready for real use, whether the implementation involves conventional code, no-code tools, or AI-assisted development.", "The conversation distinguishes the ability to build from the responsibility of making an entire company work. Even when one person can do more, different people may be better at initiating, maintaining, selling, or growing a product. Faster development does not make those differences disappear." ] }, { "heading": "AI can do tasks. A person still has to own the outcome", "paragraphs": [ "In his work implementing AI in organizations, Itai keeps returning to responsibility. A startup still needs people who care about the product, customers, operations, and how those pieces fit together. Automating work does not automatically supply that ownership.", "Ron and Itai consider small teams with complementary skills. Their emphasis is less on preserving a traditional organization chart than on making sure someone takes responsibility when a system fails, a customer needs help, or the team has to choose its next step." ] }, { "heading": "A community is more than its member count", "paragraphs": [ "Much of the episode explores why communities become active or fall quiet. Itai describes different roles: people who create content, people who respond, and people who mostly read. Those groups affect one another. A creator who receives no response can lose the motivation to contribute.", "Large membership numbers do not guarantee a lively community. Equally, a quiet public feed can hide useful connections and work arriving privately. Ron and Itai discuss the limits of likes and views, and the difficulty of measuring whether a contribution actually helped someone." ] }, { "heading": "Make participation small enough to start", "paragraphs": [ "Polls and short questions offer one way to invite a contribution without asking every reader to write a long response. But even a low-friction feature cannot manufacture interest. An unanswered poll can itself send a discouraging signal to other members.", "For the Builders community, the question is therefore not only which platform or leaderboard to build. It is why someone would contribute, what makes the content useful, and how a member can see that their effort generated value. Itai puts the quality of the ideas ahead of the surrounding features." ] }, { "heading": "Find the problem before chasing product-market fit", "paragraphs": [ "Itai wants to meet people who have both a real problem and a strong reason to solve it. A useful idea is grounded in research: what already exists, why those solutions are insufficient, and what would make an alternative worth trying.", "That work comes before product-market fit. AI reduces the time needed to turn an idea into software, but it does not remove the need to establish problem-solution fit. A community can help by bringing together people who understand a problem, rather than simply people who want to build something." ] }, { "heading": "A climbing competition as a real-world test", "paragraphs": [ "Itai shares a small project for his climbing community: an app to replace paper scoring and provide a live leaderboard during a competition. Its first production outing had bugs, but it also put the software directly into the hands of the people it was intended to help.", "That example captures his motivation. Building can be playful, like assembling a complicated toy, while still making something useful for other people. The episode ends with an invitation to focus on problems and the value of solving them, not only the speed or novelty of the build." ] } ], "chapters": [ { "time": "00:01", "title": "Meet Itai Handler" }, { "time": "03:50", "title": "Work-life balance and the founder role" }, { "time": "07:09", "title": "AI implementation and human responsibility" }, { "time": "13:08", "title": "Community participation and feedback" }, { "time": "22:08", "title": "Problem-solution fit before product-market fit" }, { "time": "26:52", "title": "Building a live scoring app for climbers" } ] }, { "id": "QCkm4Fd7Uj0", "title": "Who will find the right agent?", "participants": "Roei Bar Aviv / AgentBooks", "summary": "Sharon and Roei Bar Aviv on orchestrating agents, the difference between agentic and autonomous, and why some decisions still need a human gate.", "watch_url": "https://www.youtube.com/watch?v=QCkm4Fd7Uj0", "display_duration": "52 min", "url": "https://thelastfounder.com/episodes/QCkm4Fd7Uj0/", "topics": [ "AI agents", "Human responsibility" ], "notes": "Sharon sits down with Roei Bar Aviv, founder of AgentBooks, to explore how people will find, run, and evaluate AI agents. The conversation moves from childhood curiosity about computers to a practical distinction between completing a task and taking responsibility for an outcome.", "sections": [ { "heading": "A way to use agents without building everything yourself", "paragraphs": [ "Roei introduces AgentBooks as an orchestration platform and a catalog of agents that people can reuse. The idea is to make working with agents accessible beyond the audience that can assemble its own development environment.", "The discussion covers running agents in the cloud, sharing or cloning their configurations, and giving people a starting point rather than making each user construct the whole system. The analogy is to a repository of reusable software, but with agents that perform work." ] }, { "heading": "Why some actions still need a human gate", "paragraphs": [ "Roei describes working in contexts where permissions and oversight matter, including regulated industries. An agent's ability to take an action is separate from whether it should be allowed to take it without review.", "Sharon and Roei connect that point to accountability. An organization needs someone who owns the decision and its consequences. Automation can change how work is done without removing the human responsibility around it." ] }, { "heading": "Agentic and autonomous are different promises", "paragraphs": [ "The conversation separates an agent carrying out a task from a system that takes continuing ownership and starts work when needed. Those are different levels of delegation, with different expectations about judgment, memory, and oversight.", "Roei uses the variety of tools in a kitchen to explain why a collection of agents can be preferable to one tool for everything. Different jobs call for different capabilities and permissions. The separation can make responsibility clearer, rather than merely adding complexity." ] }, { "heading": "Making the platform understandable to agents too", "paragraphs": [ "AgentBooks is also discussed as a service that another agent can understand and use. Roei describes documentation and interfaces designed for that route, so that a person can ask their assistant to help set up and operate the service.", "This changes the question of who the product is for. The user remains a person with a goal, but an agent may be the immediate reader of the instructions and the operator of the interface. Clear documentation becomes part of the product experience." ] }, { "heading": "Finding the right agent, not just another agent", "paragraphs": [ "Near the end, Sharon and Roei develop the idea of Agent Fit Analysis and AgentRank: a way to help someone find an agent suited to their task. As the number of available agents grows, discovery and evaluation become problems of their own.", "The discussion goes beyond popularity. They consider the quality of an agent's work and the cost of obtaining a useful result. AgentRank is presented as an idea developed during the conversation and an invitation to build publicly, not as an already-delivered search engine." ] }, { "heading": "The return of the joy of building", "paragraphs": [ "Roei's story includes early experiments with computers and the feeling that building had become slow and tedious before AI made it exciting again. That personal thread sits alongside the technical discussion.", "The closing question is what to do with that renewed ability. Reusable agents, better discovery, and clearer human gates could help more people build and operate things, provided the system remains understandable and someone stays accountable for the result." ] } ], "chapters": [ { "time": "00:23", "title": "What is AgentBooks?" }, { "time": "04:07", "title": "Permissions and regulated use cases" }, { "time": "09:28", "title": "An agent-native interface" }, { "time": "13:12", "title": "Roei's path into building" }, { "time": "23:14", "title": "What is an agent?" }, { "time": "25:41", "title": "Why use multiple agents?" }, { "time": "32:12", "title": "Agentic versus autonomous" }, { "time": "44:06", "title": "Agent Fit Analysis and AgentRank" } ] }, { "id": "sczLLaEi5pY", "title": "Building a company in the age of agents", "participants": "Nimrod Lehavi / Inevitable AI Group", "summary": "Nimrod Lehavi on what he is building now, what broke along the way, and what founders get wrong about AI.", "watch_url": "https://www.youtube.com/watch?v=sczLLaEi5pY", "display_duration": "41 min", "url": "https://thelastfounder.com/episodes/sczLLaEi5pY/", "topics": [ "Building companies", "AI adoption" ], "guest_url": "https://thelastfounder.com/guests/nimrod-lehavi/", "notes": "What happens to software businesses when a small team can build far more than it could before? Nimrod Lehavi, co-founder of Simplex and founder of Inevitable AI Group, joins Ron Gross to discuss a venture studio built around that change, and the work that remains after the code is written.", "sections": [ { "heading": "A change in the economics of building", "paragraphs": [ "Nimrod describes a turning point in his experience with AI-assisted coding: tools that had been interesting began to feel capable of changing how software was developed. That led him and his partner to examine established software markets and ask how quickly an AI-native alternative could be built.", "The episode presents his thesis, rather than a settled prediction: when the cost and effort of development fall sharply, some of the advantages of existing software companies become easier to challenge. Brand, customers, and distribution still matter, even if a competing product can be created faster." ] }, { "heading": "A venture studio, not a single startup", "paragraphs": [ "Inevitable AI Group is organized around launching multiple companies with individual entrepreneurs. Nimrod describes small, AI-first operations where one person can work across development, product, design, marketing, and business tasks, supported by the studio and by other founders.", "This is not simply a plan to generate a pile of prototypes. The conversation covers launching products, finding paying customers, learning marketing, and giving an entrepreneur a business to run. The hard part moves from producing code alone to turning that capability into a company." ] }, { "heading": "Feature parity is not the whole business", "paragraphs": [ "Ron asks what separates a newly built product from the established company it resembles. Nimrod points to the incumbent's customers and brand, while describing the opportunities he sees in AI-first experiences and lower operating costs.", "Those claims are part of the studio's approach at the time of the interview, not independent benchmarks for every product. The broader question is useful for any founder: if the features are easier to reproduce, what will make customers choose, trust, and keep using the new business?" ] }, { "heading": "Build with the buyer in mind", "paragraphs": [ "The acquisition strategy is part of the product strategy. Nimrod discusses choosing markets and possible buyers early, rather than waiting until a company has grown to ask who might want to acquire it. He sees established companies as potential buyers as well as competitors.", "The studio's current public description makes the same distinction: incumbents have valuable advantages, but adapting large systems and organizations can be slow. IAIG aims to build focused products that become useful to those larger platforms. It is a specific venture-building model, not a promise that any AI-generated product will find a buyer." ] }, { "heading": "The person running it still matters", "paragraphs": [ "Nimrod is looking for people who genuinely want to be entrepreneurs, not only people who want the title. In the discussion, choosing a project is part of developing that ownership. Founders work alongside one another, see others launch, and can ask the studio for help.", "He also talks about the practical skills developers may need to learn, especially marketing. The support is about sharing experience and helping people avoid mistakes, not pretending that a more experienced founder has every answer." ] }, { "heading": "Optimism, risk, and the founder's next role", "paragraphs": [ "The episode opens with a disagreement about how to think about AI risk. Nimrod is optimistic about humanity's ability to adapt; Ron raises concerns about the speed of progress and alignment. Those positions remain viewpoints in the conversation, not conclusions the reader is asked to accept.", "Later, the discussion returns to delegation and finding someone who wants to run a business. AI changes what a small team can attempt, but motivation, responsibility, customer understanding, and the choice of what to build still belong in the picture. The founder's role may change without becoming irrelevant." ] } ], "chapters": [ { "time": "00:01", "title": "Meet Nimrod Lehavi" }, { "time": "03:43", "title": "AI risk and optimism" }, { "time": "07:29", "title": "The Inevitable AI Group model" }, { "time": "11:18", "title": "What remains beyond feature parity" }, { "time": "20:54", "title": "Building with acquisitions in mind" }, { "time": "24:34", "title": "Choosing and supporting venture CEOs" }, { "time": "32:24", "title": "Finding someone to run the business" } ] }, { "id": "jNL_8YdBbik", "title": "Will AI kill the startup founder?", "participants": "Sharon · Ron · Alice", "summary": "The opening conversation: from prompts to multi-agent systems, the alignment problem, and where technology meets human connection.", "watch_url": "https://www.youtube.com/watch?v=jNL_8YdBbik", "display_duration": "29 min", "url": "https://thelastfounder.com/episodes/jNL_8YdBbik/", "topics": [ "AI agents", "Human connection" ], "notes": "Sharon, Ron, and Alice open The Last Founder with a question about the people behind companies: if AI can do more of the building, what happens to the founder? Their conversation connects the practical rise of agents with alignment, economic change, and the value of working with other people.", "sections": [ { "heading": "From prompts to systems that do work", "paragraphs": [ "The opening discussion follows the move from asking a model a question to giving software agents tasks, combining agents, and imagining more autonomous systems. Those terms can sound interchangeable, but they describe different expectations about what a system does and how much a person has delegated.", "The hosts discuss multi-agent systems in everyday terms: several tools or roles working together, rather than one conversation that tries to handle everything. The founder's question is how to make those parts useful as a whole." ] }, { "heading": "An AI system is not a neutral blank slate", "paragraphs": [ "The conversation looks at how a model's responses reflect the choices made around its development and operation. The hosts discuss opinionated systems and the limits of assuming that an answer from AI is simply an objective account of the world.", "That leads into alignment: how to build systems that behave in ways people actually want, particularly as their capabilities grow. The episode treats this as a question with real stakes, not a technical detail to leave until after deployment." ] }, { "heading": "A disagreement about speed and safety", "paragraphs": [ "Ron raises concerns about the pace of AI progress and the difficulty of ensuring that powerful systems follow human values. Sharon questions whether development can be slowed through regulation when the underlying technology can be reproduced across borders.", "Their discussion of atoms and electrons is a way of exploring that disagreement. It is not a claim that existing rules do not apply. The tension is between the desire to reduce risk and the practical difficulty of controlling a widely available technology." ] }, { "heading": "What is left of a software company's advantage?", "paragraphs": [ "The hosts consider how improvements from large AI providers can change the prospects of smaller software businesses. Capabilities that once supported a separate startup may become part of a general-purpose tool.", "The episode asks what a founder should build when the platform beneath the product changes quickly. The relevant question is not only whether something can be coded, but whether it creates value that survives the next change in the tools." ] }, { "heading": "The founder may change rather than disappear", "paragraphs": [ "The title of the podcast is deliberately a question. The hosts explore whether founders will become less necessary, whether more people will be able to start things, and how the role might shift toward direction, judgment, and responsibility.", "More capable tools can remove work a person does not need to carry. That is different from deciding that people are obsolete. The conversation leaves room for both the power of automation and the choices that still need an owner." ] }, { "heading": "Human connection is part of the work", "paragraphs": [ "Ron distinguishes working with an agent from being accountable to another person. A tool can be paused or turned off; a relationship with a person creates a different kind of commitment. Building alone with AI can give someone more power while still leaving them alone.", "The closing thread is about building together. The Last Founder starts as a shared learning experiment, not a claim to have settled the future. Its first episode places human connection alongside technical capability, rather than treating connection as something to add after the software is finished." ] } ], "chapters": [] } ], "scope": "Public content only. Summaries, topics and related-episode connections are editorial notes, not transcripts.", "links": { "youtube": "https://www.youtube.com/@thelastfounderpodcast", "build": "https://the-last-founder.github.io/Build/", "whatsapp": "https://chat.whatsapp.com/DgKpG63438y8N7D3pHJ57t" }, "guests": [ { "slug": "daniel-maman", "name": "Daniel Maman", "role": "Co-founder of Corgi.ai", "episode": "tMxZKi2qAOM", "intro": "Daniel Maman works on helping companies adopt AI across their products and operations. In his conversation on The Last Founder, he describes Corgi's focus on the organizational changes beyond faster software development.", "sections": [ [ "Who he is", "Daniel is the co-founder of Corgi.ai. He describes a background in the startup ecosystem, both as a founder and as an employee, and experience with automated activity on the web. That background informs his interest in a world where agents can be legitimate users and customers, not only traffic to block." ], [ "What he is working on", "In the episode, Daniel describes Corgi's work with startups at different stages, including teams that want to be AI-native from the beginning. The work spans AI-enabled products, development processes, and functions such as sales, marketing, finance, and customer success.", "His emphasis is on fitting technology to the needs and capabilities of the people using it. For a nontechnical team, adopting AI can involve understanding a workflow and changing how work is delivered, rather than simply selecting a coding tool." ], [ "The questions he brings to the conversation", "Daniel examines agent-first interfaces, the changing boundary between software and services, and the limits of delegating a founder's role to AI. He distinguishes narrow tasks from abstract business outcomes, and encourages builders to learn the principles behind models and tools." ] ], "links": [ [ "Daniel on LinkedIn", "https://www.linkedin.com/in/mmndaniel/" ] ], "sources": [ [ "Episode and public description", "https://www.youtube.com/watch?v=tMxZKi2qAOM" ] ], "note": "Profile based on Daniel's account in the episode. The corgi.ai link in the YouTube description returned a parked-domain page when checked on October 6, 2026, so it is not listed here as an active company website.", "url": "https://thelastfounder.com/guests/daniel-maman/", "episode_url": "https://thelastfounder.com/episodes/tMxZKi2qAOM/" }, { "slug": "itai-handler", "name": "Itai Handler", "role": "Product manager, systems designer, and entrepreneur", "episode": "vlbs871K9po", "intro": "Itai Handler helps turn ideas and complicated workflows into products people can use. His work crosses AI implementation, product management, and entrepreneurship, with a focus on finding the problem before building the solution.", "sections": [ [ "Who he is", "Itai's public profile describes experience building AI platforms, fintech products, marketplaces, and enterprise systems. His work includes startup roles, founding a business, and consulting across industries.", "His website lists freelance product-management consulting from 2024 onward, including AI implementation, CRM integration, and product systems for small and medium-sized businesses. It also lists his work as co-founder and product lead at Assist-Ant, an AI-driven content management system." ], [ "What he is working on", "In the episode, Itai describes helping organizations implement AI and getting systems ready for production. He uses the implementation approach that fits the job, rather than defining the work by whether it involves conventional code, no-code, or AI-assisted development.", "He also shares a project for his climbing community: a live scoring app and leaderboard for a competition. It is a concrete example of building around a need he knows firsthand and learning from people using the product." ], [ "How he thinks about building", "Itai puts problem-solution fit ahead of product-market fit. He wants ideas grounded in an understanding of the problem, existing alternatives, and the motivation to solve it. He also distinguishes an AI tool completing work from a person taking responsibility for the result.", "His discussion of communities follows the same principle. Useful participation matters more than a large member count, and a product's impact cannot always be reduced to likes or views." ] ], "links": [ [ "Itai's website", "https://itai.is/" ] ], "sources": [ [ "Public profile and experience", "https://itai.is/" ], [ "Episode and public description", "https://www.youtube.com/watch?v=vlbs871K9po" ] ], "note": "Public profile checked on October 6, 2026. Project examples and viewpoints are from the episode, not a complete list of current engagements.", "url": "https://thelastfounder.com/guests/itai-handler/", "episode_url": "https://thelastfounder.com/episodes/vlbs871K9po/" }, { "slug": "nimrod-lehavi", "name": "Nimrod Lehavi", "role": "Founder & CEO of Inevitable AI Group", "episode": "sczLLaEi5pY", "intro": "Nimrod Lehavi is the founder and CEO of Inevitable AI Group, an AI-native venture studio. He previously co-founded Simplex. On The Last Founder, he explains a model for building focused software companies with small teams and a possible buyer in mind from the start.", "sections": [ [ "Who he is", "Nimrod's public IAIG profile identifies him as Founder & CEO, leading strategy, portfolio selection, and the exit process. The episode introduces his background at Simplex and his move into a new model of company building with AI.", "His perspective is that a large change in the cost of producing software creates room for small teams to compete in established markets. In the interview he pairs that thesis with strong optimism about technological change, while Ron raises questions about risk and alignment." ], [ "What he is working on", "Inevitable AI Group's public description focuses on AI-native versions of established software products. The studio aims to build focused products that can become strategically valuable to larger platforms, rather than competing with incumbents solely on scale.", "Its acquisition strategy is part of its product strategy: identify possible buyers early and build around a market they understand. Nimrod describes venture CEOs taking ownership of individual companies, with support from the studio and other entrepreneurs." ], [ "The work beyond writing code", "The conversation does not stop at how quickly a product can be built. It covers brand, customers, marketing, and the motivation of the person running the company. Nimrod discusses helping founders learn those skills and making sure they genuinely want to build and operate a business.", "The episode offers a specific studio model to examine, not a guarantee that every small AI-built product becomes a successful company or an acquisition." ] ], "links": [ [ "Inevitable AI Group", "https://iaig.com/about" ], [ "Nimrod on LinkedIn", "https://www.linkedin.com/in/nimrodlehavi/" ] ], "sources": [ [ "IAIG model and team", "https://iaig.com/about" ], [ "Episode and public description", "https://www.youtube.com/watch?v=sczLLaEi5pY" ] ], "note": "Role and studio description checked on October 6, 2026. Viewpoints and examples are from the episode; this page does not present interview-era targets as current results.", "url": "https://thelastfounder.com/guests/nimrod-lehavi/", "episode_url": "https://thelastfounder.com/episodes/sczLLaEi5pY/" } ] }