# Interview Brief — Tuval Chomut, Chief Solutions Officer, eToro
**Date:** Thursday, March 19, 2026
**Time:** 12:30 UTC
**Format:** Zoom, 30–45 min
**Interviewer:** Assaf Dagan, Curious Endeavor
**Series:** eToro Leadership Background Interviews (3 of 7)

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## 1. About Tuval

**Role:** Chief Solutions Officer at eToro
**Tenure at eToro:** Since early 2019 (~7 years)

**What a CSO does here:**
At eToro, Tuval oversees the intersection of product, technology, and business solutions — essentially the person who ensures that what eToro builds actually solves the right problems for the right customers. In fintech, a CSO typically spans solution strategy, customer-facing technical teams (presales, customer success, solutions engineering), and product-market fit translation. It's a role that sees both the inside of the machine and how it lands externally.

**Career before eToro:**
- **CEO, Clicktale (2015–2019):** Led a digital experience analytics company working with Fortune 500s (Walmart, Adobe, CNN). Clicktale used behavioral data and science to optimize web/mobile experiences. Left in February 2019 during a restructuring/investor financing effort.
- **Global Chief Development Officer & Co-founder, ITG (Investment Technology Group):** 15+ years at ITG, the first algorithmic trading company to go public (IPO, 1994). Deep roots in institutional trading infrastructure.
- **COO, AND Solutions:** Brief operations leadership role.
- **Education:** Graduate degree in Mathematics, UCLA.

**Public profile:**
Tuval is relatively low-profile externally. One notable appearance: a 2020 leadership podcast ("Mind Your Leadership," episode 11) where he spoke about **"leading from intimacy"** — mindful leadership, presence, and navigating challenge with intentionality. Personally practices daily meditation. This signals someone who thinks carefully about culture, team dynamics, and long-term organizational health — not just metrics.

**Read him as:**
An operator-thinker who came from deep quantitative/institutional finance, moved through behavioral analytics, and now stewards how eToro's product portfolio translates into customer outcomes. He bridges engineering rigor with a more human-centered leadership philosophy. Likely candid in private settings.

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## 2. Interview Objectives

Assaf wants to understand the brand from the inside out. Tuval's CSO lens is uniquely valuable because:

1. **He sees where solutions fall short.** If there's a gap between what eToro promises (brand) and what it delivers (product), Tuval lives in that gap.
2. **He translates customer reality.** Post-IPO eToro is scaling fast across markets and asset classes — Tuval knows which customer problems drive growth and which the platform struggles to address.
3. **He holds historical memory.** 7 years inside means he lived through the brand before and after the IPO, before and after major feature expansions.
4. **He's not the CEO.** C-suite but not the top seat — he's more likely to speak candidly about what the brand doesn't yet do well.

**Specific things to uncover:**
- How eToro's internal team describes the brand vs. how customers experience it
- Where the social/copy-trading identity feels true vs. where it feels like legacy positioning
- What he wishes prospects and users understood about eToro that the brand hasn't yet communicated
- Whether the IPO changed how leadership thinks about brand and public narrative
- Competitive anxiety: which rivals genuinely worry him and why

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## 3. Suggested Questions

**Opening / Orientation**

1. **"How would you describe eToro's core promise — what are we fundamentally offering customers, in your words?"**
   *(Gets his unscripted version. Compare to official positioning.)*

2. **"You've been here seven years. How has eToro's identity shifted in that time — and where does it feel most unclear today?"**
   *(Surfaces evolution, tensions, unresolved brand questions.)*

**Product-Market Fit / Solutions**

3. **"From your vantage point, which customer segment does eToro serve best right now — and which one do you feel the brand under-serves or misrepresents?"**
   *(Reveals PMF gaps the rebrand could address.)*

4. **"When you talk to enterprise partners or institutional clients, what's the moment they 'get' eToro? What's the thing that still requires the most explanation?"**
   *(The explanation tax = a positioning problem.)*

5. **"The IPO was a major milestone. Did it change how you think about how eToro needs to show up — in terms of credibility, trust, or audience?"**
   *(Post-IPO identity shift — from startup to public company.)*

**Competitive Positioning**

6. **"When a customer chooses Robinhood or another platform over eToro, what's the real reason? Not the surface reason — the actual reason?"**
   *(Honest competitive read — where the brand hasn't landed.)*

7. **"eToro's social investing model is genuinely unique. But does the brand successfully communicate that uniqueness — or does it get lost in the noise?"**
   *(Tests whether he thinks the differentiator is well-expressed.)*

**Brand Perception / Rebrand Context**

8. **"If you had to describe eToro's brand personality in three words — and then describe how you'd *want* it described — are those lists the same?"**
   *(Classic brand gap exercise. High yield.)*

9. **"Are there parts of what eToro does that feel invisible — not talked about enough, or not attributed to eToro even when people benefit from it?"**
   *(Undervalued brand assets ripe for the rebrand.)*

10. **"What would 'success' look like for this rebrand, from your perspective — what would change?"**
    *(Surfaces his personal stake and definition of winning.)*

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## 4. Watch-Fors

**Green signals (useful raw material):**
- Specific, product-anchored language when describing the brand — means he's thought about the gap between product reality and brand expression
- Any mention of internal frustration when marketing doesn't reflect what the product actually does
- Pride in specific capabilities that aren't widely known — those are undervalued assets
- References to specific customer archetypes he genuinely cares about serving

**Yellow flags (navigate carefully):**
- Heavy reliance on official talking points ("world's leading social investing platform") without elaboration — push him off script
- Deflecting brand questions back to marketing — he may not think brand is his domain; reframe as "what the product communicates, not just what marketing says"
- Overly optimistic about the IPO having "solved" perception problems — gently probe whether the brand identity has kept pace with the business evolution

**Red flags (rebrand risk signals):**
- Signs of internal disagreement about eToro's audience (retail vs. institutional, crypto-native vs. mainstream investor) — means brand work needs to help resolve an identity split, not just polish the surface
- Dissonance between his vision and what he thinks leadership/CEO Yoni Assia would say — internal brand alignment problem
- Frustration with the "social trading" label feeling outdated or limiting — strong signal the core positioning needs rethinking
- Anything that suggests the Nasdaq listing forced a persona shift that hasn't been consciously designed — reactive brand drift

**Meta-signal to watch:**
Tuval came from behavioral analytics (Clicktale). He understands that brand lives in behavior and experience, not just messaging. If he starts describing brand problems in terms of user behavior or interface friction, take those seriously — they're high-quality signal from someone who thinks architecturally.

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## 5. Meeting Logistics

| | |
|---|---|
| **Date** | Thursday, March 19, 2026 |
| **Time** | 12:30 UTC |
| **Duration** | 30–45 minutes |
| **Format** | Zoom |
| **Series** | eToro C-Suite Background Interviews (1 of 7) |
| **Interviewer** | Assaf Dagan, Curious Endeavor |
| **Purpose** | Brand strategy input — not a sales call, not a status update |

**Prep reminders:**
- Review eToro's IPO-era investor materials for official language — note what Tuval uses vs. diverges from
- Have the "three-word brand gap" question ready as a closer if time is short
- Keep questions open-ended — this is a listening session, not a validation exercise
- If he goes deep on product detail, redirect toward: "And how do you think customers *perceive* that?"
- Note anything he describes as a "frustration" or "challenge" — these map directly to rebrand needs

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*Brief prepared by Kitt for Assaf Dagan / Curious Endeavor — eToro rebrand project.*
*Research sources: eToro leadership pages, craft.co, wisdomtolead.co, PRNewswire, Calcalist, Forbes, public filings.*