Inside Innovation: A Conversation with Idan Tamir of Harel Insurance & GUTS

Idan Tamir has played a key role in helping one of Israel’s largest financial institutions think and move like a startup. From launching GUTS, Harel’s innovation hub, to leading major partnerships and investments, he’s been at the center of how enterprise and tech can work better together. 

In this conversation, he shares what makes corporate-startup collaborations actually succeed, how founders can better navigate enterprise sales, and where the real innovation gaps still lie in fintech and insurance. 

1. To start off, could you share a brief overview of your background and your current roles? How do your responsibilities at Harel and GUTS intersect, and how do they reflect the broader mission behind launching GUTS and driving strategic innovation at Harel?

I currently serve as VP of Corporate Development at Harel Insurance & Finance, and I'm also one of the founding team who started GUTS – Harel Innovation Hub. My background combines corporate strategy, data analysis, and operational leadership, with a strong focus on bridging the worlds of large enterprises and agile startups.  

At Harel, I lead strategic investments, partnerships, and innovation initiatives across the group. At GUTS, we focus specifically on identifying, supporting, and investing in early-stage startups in fintech, insurtech, and healthtech that can bring real value to Harel and our customers.  

Both roles are deeply intertwined: GUTS acts as an extension of Harel’s broader mission to not only respond to market changes but proactively shape the future of insurance and finance. The hub allows us to move faster, partner smarter, and create a culture of innovation across the organization.

2. What common mistakes do early-stage tech companies make when trying to work with large corporations—and how can they avoid them?

A common mistake is underestimating the complexity of working with a large corporation — from compliance and security to operational integration. Early-stage companies often try to sell a vision without showing how they’ll practically fit into existing workflows.  

The best way to avoid this is to really understand the corporate’s needs, procurement hurdles, and internal constraints. Founders should be ready with pilot plans that minimize friction, and should also prepare to be patient, because enterprise timelines are different from startup timelines.

3. Based on your experience, what are the most underserved problem areas in insurance and finance where tech has a real opportunity to make a difference?

Claims management is still surprisingly manual and inefficient in many places, representing a huge opportunity for automation and personalization.  

Another area is customer engagement — how insurers and financial institutions interact with customers during “non-event” periods. Technologies that help create more touchpoints, more value, and more loyalty between claims or major life events are critical.  

Additionally, risk assessment and underwriting can be greatly improved through AI and better data utilization, especially in new types of risks like climate, cyber, and gig economy work.

4. Building strong partnerships takes time. How do you keep startup collaborations moving forward, even when things move slower than expected?

Setting clear, mutual milestones from the beginning is key. Even if a full deployment is a year away, breaking down the collaboration into pilot phases, proof of concept stages, and decision points keeps the momentum going.  

Communication is also critical — startups need visibility into internal processes on the corporate side, and corporates need updates from startups to maintain internal champions' engagement.

5. In your role leading investments and partnerships at Harel, and through your experience at GUTS, what makes a startup stand out as both a strong partner and a compelling investment?

Startups that understand the industry they are selling into — not just at the product level, but strategically — really stand out. We look for founders who are willing to adapt, who listen carefully, and who show an obsession with customer pain points.  

Strong technical execution is important, but equally critical is cultural fit: the ability to work collaboratively with enterprise teams, build trust, and navigate complexity without losing speed or passion.

6. Over the past few years, how has the corporate innovation space evolved, and what separates startups that succeed after an investment or partnership from those that lose momentum?

Corporate innovation has become much more sophisticated. Companies no longer engage with startups just for branding purposes — there’s an expectation of real business impact.  

The startups that succeed are those that treat the corporate not just as a customer but as a co-creator. They invest time in education, customization, and relationship-building. Those that lose momentum often fail to scale from pilot to production because they underestimate the operational demands.

7. Many founders want to work with insurers or financial institutions but struggle to navigate procurement or compliance. What advice would you give founders trying to break into this space?

Understand compliance requirements upfront and design your solution to meet them. Security, privacy, and regulatory issues are non-negotiable in financial services — showing that you are proactive on these fronts can turn a "maybe" into a "yes."  

Also, be flexible in your contracting and pricing models. Corporates often require specific legal language, longer approval times, and structured risk management.

8. What internal practices do startups need to master if they want to build strong partnerships with big enterprise customers?

First, clear documentation and transparency: how your product works, how it's secured, how it integrates. Second, account management: assigning someone on your side to "own" the corporate relationship and keep communication steady.  

Third, operational flexibility: corporates may ask for adjustments to features, integrations, or delivery timelines, and startups that can handle that without losing focus are highly valued.

9. Within your work at Harel and GUTS, how do you foster collaboration across business units, innovation teams, and startup partners? What does effective cross-functional teamwork look like on the ground?

We actively build cross-functional teams for each major project — involving business owners, IT, compliance, and legal early in the process.  

It’s important to create shared KPIs and shared ownership. Everyone should feel the startup’s success is their success.  

We also work hard to break silos by having regular touchpoints and open channels between innovation teams and core business units.

10. You seem incredibly busy—investing, traveling, speaking at events. What’s your secret to scaling yourself personally and staying effective?

Prioritization is everything. I’m very deliberate about where I spend my time, focusing on high-leverage activities that either move a strategic initiative forward or build meaningful relationships.  

I also invest in strong teams and empower them — you can't scale without trusting others. And personally, I make time for daily exercise and continuous learning, which help me stay energized and sharp.

11. From your perspective, how important is marketing for startups and innovation hubs? What kind of business results have you seen come from investing in marketing?

Marketing is absolutely critical — especially for startups and innovation hubs that are building new categories or new ways of thinking.  

At GUTS, investing in thought leadership, brand storytelling, and community-building has helped us attract stronger startups and partners, raise our profile globally, and accelerate deal flow.  

For startups, a strong marketing presence can open doors that technology alone can’t.

12. Harel is very innovative in how it approaches VC and startups, but not all pension funds take this path. In what situations would you recommend a pension fund build an innovation program—and when might it not be worthwhile?

If a pension fund sees innovation as strategic — not just an "add-on" — and is willing to commit leadership support, budget, and operational flexibility, then an innovation program can be transformative.  

However, if leadership isn’t committed, or if the organization is not prepared to integrate new ideas into the business, then it may be better to partner externally rather than trying to build something in-house.

13. One fintech or insurtech trend you’re most excited about in 2025?

I’m particularly excited about the intersection of AI and personalized finance — especially solutions that enable hyper-personalized insurance products and proactive financial wellness tools.  

AI is moving beyond generic chatbots to truly understanding individual needs, risks, and opportunities — and that’s going to reshape customer relationships across the industry.