Tomer Geller

As founder, CEO, and board member of CreamCol, I led the company's establishment and managed its operations from the concept stage and core technology development through industrial production and commercialization.

In my roles I shaped the strategy and business model, led fundraising, and managed budgets and resources. I built and led a multidisciplinary team of employees, advisors, and subcontractors; led product development, value propositions, and commercialization initiatives; built market entry plans; and created partnerships with customers, suppliers, and manufacturing partners in Israel and abroad.

As part of the go-to-market effort, I identified through work with prospective customers a gap between the product's value and how it was perceived. I led a cross-functional initiative to adapt the product, positioning, and messaging to target audiences. The initiative removed a commercial blocker and led to the signing of the company's first commercialization agreement, which included a technology license and a royalty model.

Alongside the commercial activity, I led the transition from development to industrial production in line with market requirements, as well as the company's intellectual property strategy through to patent grant.

In this context, I built workflows and operating infrastructure and implemented engineering and operational solutions that delivered significant cost savings and strengthened the company's execution capabilities.

I currently serve as VP of Business Strategy and Operations at SlitLed, a medical device company developing a remote eye-examination solution.

In my role I am a partner in shaping the strategic direction and lead the development and management of the company's go-to-market plan, from defining objectives and the framework through translating them into a cross-functional action plan. In this context I define areas of responsibility, coordinate tasks among the various stakeholders, and manage progress, milestones, and performance-tracking mechanisms.

In parallel, I lead the company's operational infrastructure, including building the organizational foundation, bringing in and managing the required professionals and partners, and implementing workflows that support continuity, efficiency, and execution capability.

The role involves cross-functional collaboration with management, the board, development personnel, advisors, suppliers, and partners, and connecting product needs to the business, commercial, and operational requirements of the market. I also work alongside the CEO in decision-making and managing engagements with investors and customers.

In complex situations, or when an initiative is not progressing as expected, I get to the root of the issue and bring together the relevant stakeholders. When needed, I establish cross-functional coordination, clarify ways of working, and lead the business, commercial, or operational solution required to move the initiative forward while protecting the company's interests.

I began my professional career in Unit 8100's technology division, managing technology projects and leading a testing and integration team.

In this context I led and managed cross-functional teams, engaging key stakeholders from different departments, solving engineering problems in real time, and improving the handoffs from development to production. The approach I developed and implemented strengthened coordination across organizational boundaries and led to a 50% reduction in execution timelines.

This experience shaped the approach that has guided me ever since: to understand the system in depth, identify the critical connections, and translate complexity into a process that can be managed and executed.

Alongside my management and founding roles, I work with companies and decision-makers facing a new phase or a significant initiative.

In some cases this involves building a growth engine for an existing business. In others it involves developing a new business line, refining the model and value proposition, improving operations, commercializing a solution, or preparing for a business initiative.

I adapt the nature of the engagement to the need — from advisory and shaping the decision, through ongoing advisory to the company's management and decision-makers, to leading and managing the initiative.