Tzurit Golan
HR in the AI era

Advanced companies have already restructured around AI, says Pentera’s CPO

According to Pentera’s CPO Tzurit Golan, AI is creating new opportunities for upskilling and collaboration, while fostering a growth-oriented mindset across the company.

“While many companies are using AI tools to enhance existing workflows, the more advanced ones have already restructured their processes around AI,” said Tzurit Golan, Chief People Officer at Pentera.
CTech’s "HR in the AI Era" series explores how the AI revolution is impacting the workforce across Israeli high-tech companies. In this series, we uncover the effects (both personal and professional) that this technology shift has had on Startup Nation.
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Tzurit Golan Pentera
Tzurit Golan Pentera
Tzurit Golan
(Photo: Yarin Taranos)
“We recognized early on that AI presents a significant opportunity,” Golan continued. “Company-wide, there isn’t a single department that is not utilizing AI, and every day our teams are learning to further integrate these tools so that we reach a point where it’s not teams ‘using’ an AI tool, it’s AI baked into the process.”
You can read the entire interview below.
Company name: Pentera Your name and title: Tzurit Golan, Chief People Officer Names of founders and upper management: Dr. Arik Liberzon (Founder and CTO) and Amitai Ratzon (CEO) Year of founding: 2015 Investment stage: Series D Total investment to date: $250 Million Field of activity: Cyber Number of employees: 360+ Office location: Petah Tikva Number of open positions: 30+ globally, 15+ in Israel
On a scale of 1-10, how much does the AI revolution disrupt your company operation in general, and the HR department specifically?
8
I wouldn’t call it a “disruption” in the negative sense; it’s more of an evolution in how we work. Like with any new technology, there’s a natural learning curve as teams figure out how to integrate AI effectively. While many companies are using AI tools to enhance existing workflows, the more advanced ones have already restructured their processes around AI.
We recognized early on that AI presents a significant opportunity. When leveraged correctly, it enables us to work smarter and more efficiently, and that mindset led us to proactively explore tools and processes to integrate AI into the HR department.
Company-wide, there isn’t a single department that is not utilizing AI, and every day our teams are learning to further integrate these tools so that we reach a point where it’s not teams “using” an AI tool, it’s AI baked into the process.
What interesting AI tools do you and your staff use in employee management/recruitment?
We’ve integrated AI across multiple stages of the talent acquisition process to improve efficiency, personalization, and strategic decision-making:
  • Job Description Creation & Localization
We utilize AI to generate inclusive, role-specific job descriptions that are culturally and linguistically tailored to each market. This helps us attract diverse, qualified candidates across regions.
  • Smarter, Targeted Sourcing
AI tools help us analyze industry trends and hiring signals, enabling us to proactively identify talent from relevant markets that are open to new opportunities.
  • Personalized Candidate Engagement
From the very first touchpoint, we leverage AI to craft personalized, role-relevant outreach and maintain tailored communication throughout the recruitment journey, leading to better engagement and response rates.
  • Interview Preparation & Coaching
We use AI to simulate interview role plays, generate customized questions, and provide hiring managers with structured guidelines, complete with red flags, evaluation criteria, and position-specific prompts.
  • Competitor & Market Intelligence
AI also supports our market research by tracking how peer companies define roles, structure teams, and evolve their hiring strategies. This keeps our talent acquisition team aligned with current industry practices.
In which roles or tasks within your company has AI already begun to replace human labor (if at all)?
The introduction of LLMs and AI tools has generated a real sense of curiosity across the organization, particularly around how these technologies can enhance both our product and the way we execute our day-to-day functions. It’s created new opportunities for upskilling and collaboration, as employees explore how AI can complement their roles, expand their roles, and open doors to new possibilities.
From an HR perspective, this shift has encouraged a more agile and growth-oriented mindset across the company. People are more proactive about learning and adapting, and we’re seeing stronger alignment between personal development and the evolving needs of the business.
What are the two major challenges you are coping with these days?
The first challenge is scaling while maintaining our hiring standards. While speed is important, it can’t come at the cost of quality. We’re committed to ensuring that every new hire meets the high bar we’ve set for talent – people who can thrive in a fast-paced, product-driven environment. At the same time, we’re leveraging AI to help us streamline our recruitment processes so that every candidate, regardless of location, experiences a thoughtful, respectful, and high-quality journey that reflects our values.
The second challenge is building diverse pipelines in niche technical domains. Cybersecurity talent is in high demand, and we’re being intentional about expanding our reach to include more women, LGBTQ+ professionals, and other underrepresented voices. We continue to develop sourcing strategies that foster not just volume, but real depth and balance, broadening representation while maintaining the technical excellence our roles require.
Have you experienced workforce-related challenges due to the war, and are you still feeling the impact of the security situation on your human resources?
At this point, we’re fortunate that our operations haven’t been significantly slowed. Naturally, our thoughts are with our colleagues currently serving in the reserves, as well as their spouses, and we’re committed to supporting their families in every way we can. That said, as a company of our size, we’re able to absorb the impact and maintain business continuity. Our scale allows us to compensate for these temporary gaps in workload.
Have you made changes to your workforce following the increased use of AI tools, both in terms of headcount and internal shifts between departments?
While AI is influencing roles across the company, we haven’t made headcount changes or shifted resources between departments as a result. Each team is benefiting from AI tools in different ways, but we haven’t seen a need, or received requests to reorganize because of AI.
How does the global market uncertainty affect your workforce, in terms of employee numbers or departmental reallocations? Are you scaling your workforce up or down in different regions around the world?
We’re fortunate to be in a strong position, building on strong sales performance and a recently secured $60 Million funding round. This allows us to continue growing with confidence. We currently have more than 30 open positions across departments and regions, and we’re focused on scaling thoughtfully to support our long-term goals. With team members in 18 countries, we’re well-positioned to provide flexibility and additional support to our local teams whenever needed.
Do you estimate that in 2025–2026 you will increase or decrease the number of personnel? Explain why.
Absolutely. We’re in an active growth phase and continue to hire across all departments and regions; we have over 15 open positions in Israel alone.