Michal Hochman (Alveno): A company doesn't grow through management — it grows through people's accountability

In this episode of the no-holds-barred CEO podcast, we talk with Michal Hochman about building a company from scratch, in a situation with no customers, no team, and no clear direction. Michal was handed a product with no support structure, and instead of waiting for instructions, he started acting — reaching out to customers, building a team, and gradually searching for a model that worked. The first customers came in one at a time, but that early phase defined how the company still operates today.

The turning point came when the company was growing in customer numbers, but the economics didn't add up. Costs were growing faster than revenue. The solution wasn't in marketing or further growth — it was in changing the business model. The company switched to package-based pricing, simplified its admin, and communicated the changes openly to customers. Transparency wasn't a choice — it was a necessity. The result was minimal customer churn and room for further growth.

Accountability instead of management

A key theme is how the company operates internally. Michal Hochman rejects a model where management is a bottleneck. The goal is an environment where people are autonomous and accountable. Work doesn't get assigned — it gets picked up. People have room to make decisions, and they carry accountability for the outcome.

The hiring approach reflects this too. The company weighs two dimensions — skills and values — roughly 50/50. The team the new person will actually work with also has a say in the selection. Culture, then, isn't defined solely by management — it emerges from people's everyday work.

The management structure itself is distinctive too. The company operates in what it calls “circles” — groups of people spanning different teams, each handling a specific topic. It's not classic hierarchy, but the involvement of people who have something relevant to say on that topic. Each circle has its own “owner,” who holds direction and accountability, but decision-making is shared.

Corporate culture isn't a declaration — it's a practice. If someone is out of step with the values over the long term, the company addresses it regardless of their performance. Transparency also carries through into internal communication. Things get said openly, without unnecessary spin.

Viewing work as a significant part of life plays an important role too. People spend around 2,000 hours a year at work. That's why the company builds an environment where people can influence their own work, bring ideas, and actually put them into practice.

This carries over into how they work with technology too. AI and automation are seen as tools for boosting efficiency. People are encouraged to identify repetitive tasks themselves and look for ways to simplify or automate them. The goal isn't to work more hours — it's to work more efficiently.

The company is growing 20 to 30% a year, while gradually adjusting how it operates so it can grow sustainably, both in business and in how it works with people.

What else will you find answered in the podcast?

• How do you start building a product with no customers and no team?
• Why doesn't a growing customer count necessarily mean a healthy business?
• How do you change your pricing and still keep your clients?
• Why shouldn't work be assigned, but picked up instead?
• How do you involve the team in choosing new hires?
• How do you work with AI and automation as tools for efficiency?

If you want a company that can handle growth in an uncertain environment, don't start with complicated structures. Start with people who take on accountability, and build an environment where they can make decisions and push things forward. In the end, that's exactly what determines how fast, and how stably, a company will grow.