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There are triggers that initiate change in our lives. Some of these triggers are clear and bold, others could be just weak signals. Bravo.ai was born in a fire storm, literally so.

My name is Asaf Ashkenazi, Co-Founder of Bravo.ai.
I’m a problem solver. I enjoy that. Show me the challenge, and I’ll dive into it, and discover the hidden picture and drive for solutions. I can do it because I love people. I’m curious about people’s motivations and qualities. When meeting someone, I always ask myself one simple question “What can we do together?”. It is a way of living, I built think-tanks, task-forces, startups, variety of teams. Some of them were about art and fun, like my Analog 3D Film Festival production group and some on very serious state level urgent issues. Replanning the entire Israeli Fire Fighting service using geographic predictive analytics might serve as a good example.

2010. At that time I was heading a strategic planning team for the Israeli government, solving state management loopholes. On December 2nd, large parts of the Carmel Ridge, in the north of Israel, caught on fire. That firestorm destroyed Millions of trees, thousands of tenants were evacuated. That night I was asked to see if we can help. Close to midnight, I found myself driving fast on the seashore highway, looking at huge flames. We couldn’t help in the chaotic front mission control. 44 people were killed that day, due to poor management. The victims? Proud blue collar hard workers, Great people.

A few days later I was hired by the Israeli government to lead the planning effort of the newly established National Fire & Rescue Service. My team conceived an elaborate and robust deployment plan that was needed to get over a billion NIS in special funding, we got state-level professional recognition for our geographic predictive analytics deliverables. I was proud of my team, and the remarkable solutions / insights these brilliant young researchers delivered. I was proud, but not happy. I knew that this was not enough for the people in the field, for the “standing” workers, the front line teams. I knew that they deserve better management tools. The exploration journey for “working smarter” began, at that time it was called “People first approach”