Itamar Friedman On Selling A Company To Alibaba And Now Raising $50 Million To Build A Quality-First AI Coding Platform To Help With Writing, Testing, And Reviewing Code

Itamar Friedman’s entrepreneurial journey reflects curiosity, calculated risks, and forward-looking vision. His story begins with teaching himself computer networking in high school, and then co-founding a machine learning startup acquired by Alibaba.

Itamar’s latest company, Qodo, has secured capital from top-tier investors like TLV Partners, Square Peg, Canva, Robin Hood, Sousa Ventures, and Vine Ventures.

In this episode, you will learn:

• Early focus and practical experience shaped Itamar’s path, from building school networks in Israel to launching startups acquired by global giants.
• Visualead’s QR and computer vision innovation led to an acquisition by Alibaba, where Itamar gained deep insights working at the forefront of machine learning.
• Post-acquisition, Itamar founded Qodo to ensure AI-generated code is safe, secure, and aligned with business intent, anticipating software’s AI-driven future.
• Qodo’s open-source and enterprise tools are rapidly scaling, driven by virality and adoption from major industries like banking and healthcare.
• Itamar emphasizes culture as a strategic asset, embedding values like “move fast with confidence” and “persistence” into Qodo from day one.
• He raised $50M in capital efficiently, before product launch, showcasing investor belief in his vision and Qodo’s critical market need.
• Drawing lessons from sailing, Itamar highlights the importance of trust, clarity, and team autonomy in navigating both sea and startup challenges.

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About Itamar Friedman:

 Itamar Friedman is a technology entrepreneur and expert in machine vision, currently serving as Co-Founder and CEO of Qodo (CodiumAI). Previously, he held positions as Director of Machine Vision and Head of Alibaba Israel Machine Vision Lab at Alibaba Group.

Itamar co-founded Visualead and served as its CTO before the company was acquired by Alibaba Group. Additionally, he was part of the advisory board at DreamBots and worked as Co-Founder and CTO.

Early in Itamar’s career, chip design and verification tasks were performed at Mellanox Technologies. he earned a Master’s degree in Computer Vision and a Bachelor’s degree in Electrical Engineering from the Technion – Israel Institute of Technology.

Connect with Itamar Friedman:

• LinkedIn
• Crunchbase
• TheOrg
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty, hello everyone and welcome to the DealMaker Show. Today, we have a founder who is a successfully exited entrepreneur, now on to his next baby. We’re going to be talking about the journey he’s endured—building, scaling, financing—all of that good stuff we like to hear.

Alejandro Cremades: We’re also going to talk about why he’s doing things differently now when it comes to culture at his new company, the process of going through an acquisition, and how to think about ideas—especially those that may be ahead of their time. Obviously, it’s all about balance, but in this case, our guest likes sailing. There are quite a few parallels between sailing and entrepreneurship. So brace yourself for quite an inspiring conversation. Without further ado, let’s welcome our guest today, Itamar Friedman. Welcome to the show.

Itamar Friedman: Thank you very much. Pleasure to be here.

Alejandro Cremades: So, born and raised in Israel—give us a walk down memory lane. How was life growing up over there?

Itamar Friedman: Yeah, it’s a great place to be. A lot of people are talking about tech and innovation—it starts really young. It’s not by surprise that I went directly to university to study machine learning, etc.

Itamar Friedman: There’s also an ecosystem of giving and teaching, which is really wonderful.

Alejandro Cremades: Now, in your case, how did you get into problem-solving? What was it about computers that really caught your attention?

Itamar Friedman: Okay, my most embarrassing story is that somewhere at the beginning of high school, one of the teachers raised his hand and asked, “Who knows what Windows is?” And I was sure he was talking about actual windows. I raised my hand—I was one of the few.

Itamar Friedman: That was around the time of Windows 95 or maybe even earlier, like 3.1. That’s how I went from not knowing anything to building my high school’s computer network, operating systems, installation—everything. From there, it actually led to my first company. It wasn’t a startup, just web development during the ’90s. Yeah, I’m quite old.

Alejandro Cremades: So unbelievable—14 and already figuring it out. In your case, you ended up studying computer science, getting your bachelor’s, then your master’s. It seems like machine learning was what really caught your attention in that domain. One thing I wanted to ask you is: instead of starting your own company after finishing your studies, you actually joined a company that ended up getting acquired by NVIDIA. So why join others versus starting your own if you already had that entrepreneurial bug at 14?

Itamar Friedman: Yeah, I knew I would go back to building my own company. But there were true considerations. First, I felt—and I still think—I’m not Mark Zuckerberg. I wanted to gain experience, and I think it’s really important to be realistic. I’m not saying people shouldn’t chase dreams when they’re 20 or so, but I felt that for me, it was better.

Itamar Friedman: The second thing is, even back then, I had an initial understanding that starting a company by itself isn’t the mission. As you said, it’s about solving a problem and being passionate about a mission—something you want to change in the world.

Itamar Friedman: I felt that I didn’t have that yet at the time.

Alejandro Cremades: So then that company ends up getting acquired by NVIDIA. That’s when you decided to really take ownership of your own future and co-founded a business, serving as CTO. What was the journey like with Visualead to get going?

Itamar Friedman: Yeah, so back in 2012, around the rise of mobile phones, we felt there was a problem—mobile phones weren’t well connected to the physical world.

Itamar Friedman: That was a pain point we felt, and we thought it was a big opportunity. So we started developing machine learning and computer vision capabilities for phones.

Itamar Friedman: One of those capabilities was, for example, scanning QR codes, all the way to scanning logos. Back then, it was quite challenging—let alone doing that on mobile phones.

Itamar Friedman: But we did pretty well, and that enabled a few use cases—like peer-to-peer payments. For example, on the eastern side of the world, it was quite popular. They skipped PCs and moved directly to mobile, and were quite ahead on payments.

Itamar Friedman: That led to a lot of activity in Asia, particularly China. That’s how we started Visualead. Eventually, Alibaba became one of our biggest clients, and at some point, it turned into an acquisition—which was an interesting story in itself.

Alejandro Cremades: So let’s talk about that acquisition. Give us the insider view. The terms were obviously confidential, but it was rumored to be about eight figures—perhaps close to $50 million.

Alejandro Cremades: What was the journey like? That process? As a founder going through the full cycle—building, scaling, financing, and exiting—I think that final exit is a big one. It gives you full visibility into what the journey is really like. So make us insiders—how was that acquisition process?

Itamar Friedman: Yeah. So I’ll start with the positive note—and then I’ll share the negative, which is maybe the news. Most of my partners and investors hate when I say the negative part, but I’ll start with the positive.

Itamar Friedman: First of all, although it was our first acquisition—we were first-timers—we already knew relatively well how business works, that we needed alternatives, etc. We weren’t aiming for the exit, for the most part. We were starting a Series B motion. It was almost preemptive.

Itamar Friedman: Then Alibaba, being one of our biggest clients, became interested in exploring other opportunities instead of letting us grow independently. They were interested in a site in Israel, etc.

Itamar Friedman: So closing the loop: the fact that we had alternatives—Series B, and more—really helped the negotiation. And we also had good relationships. By the way, having good relationships is also one of the difficulties.

Itamar Friedman: I’m not sure if this applies to everyone—and maybe I’m being sensitive here—but when you’re heading into a Series B, you form relationships with investors.

Itamar Friedman: When you’re going through an acquisition, you probably have a really good investor relationship. Saying “no” to one of them didn’t feel good. But I guess that’s life and business. It eventually made sense. So that’s one important point—relationships and having alternatives.

Itamar Friedman: Now, the negative thing: I saw being acquired as a failure—but also the right path.

Itamar Friedman: As a founder, when we were heading into Series B, I kind of knew what I wanted to do with the money.

Itamar Friedman: But at that point, I felt unsure about how I’d progress from Series C to D, etc. And that, for me, was a big red flag.

Itamar Friedman: All the board directors raised their hands to take the Series B, and I was the only one leaning toward an acquisition. My question was simple: we know what we’ll do with the money next year, but does anyone here know where we want to take the company?

Itamar Friedman: We can talk about a vision—but I felt we were losing it. So we needed to make a move. For me, anything short of making a huge impact on the world is a failure. The fact that we managed to exit with good returns was the right decision—but not what we originally aimed for.

Itamar Friedman: That’s the negative part. Most people I’ve worked with don’t like seeing it that way, but that’s how I see it.

Alejandro Cremades: What was that moment like when the deal was signed? How did that feel?

Itamar Friedman: I was very happy, for many reasons. First of all, I think Alibaba is an amazing company. Maybe some people find that hard to believe—but it has huge, diverse businesses. You get to learn so much—on the business side, on the technology side.

Itamar Friedman: By the way, we were part of an organization called Damo Academy. It was in charge of machine learning. We developed foundation models, etc., which later influenced my career.

Itamar Friedman: I was very happy about that. Second, there was a need to park this part of the adventure and come back stronger. I was happy about that as well.

Itamar Friedman: I won’t say it had zero influence that I also signed the deal in the birthing ward with my first child.

Itamar Friedman: That also shows how crazy it is to be a founder—even as a CTO and not a CEO. We were all very happy. The only negative note I mentioned is that the company didn’t land where we originally wanted it to.

Alejandro Cremades: So you did the whole vesting and resting. I guess in this case, there was a lot of work on the machine learning side—but you stayed with Alibaba.

Alejandro Cremades: And as they say, once an entrepreneur, always an entrepreneur. You went at it again with Qodo. How did Qodo come to mind? Why was Qodo meaningful enough for you to take action and do it all again?

Alejandro Cremades: How did an idea like Qodo come to mind—especially one that was quite ahead of its time?

Itamar Friedman: Yeah, awesome. I want to note that my vesting was almost a year and a half, but I stayed for almost four and a half years. I learned a lot—from my managers, colleagues, the company, my team members. It was a really good experience.

Itamar Friedman: At the same time, I agree with you—it was quite clear, and I made it clear to everyone that one day I’d go back and try to change the world from scratch. I invested a lot of time thinking about that.

Itamar Friedman: Maybe I’ll share a less common part of the process: reading books—especially science fiction.

Itamar Friedman: The reason is, Alibaba was an amazing machine learning organization. From 2017 to 2021, I felt how the perception of AI shifted—from being ashamed to say “artificial intelligence” to openly using the term myself. Even before the GPT moment.

Itamar Friedman: I wanted to think forward into the future, even though predicting it is hard—especially the future.

Itamar Friedman: I thought a lot of people must be imagining this. So I read a lot of books—like 2041 (notice the “41” as AI), and The Three-Body Problem, which is now a Netflix show.

Itamar Friedman: If you’ve only seen the first season—later seasons will show what I mean about AI. Sorry for the spoiler.

Itamar Friedman: Those are just two of many books that helped me build my vision of the future. I have one important suggestion from that, and it relates to why we sold Visualead.

Itamar Friedman: My learning is: as a founder, an entrepreneur, and even a product manager in enterprise—especially if you’re bold and building for the future—I believe in ABZ planning.

Itamar Friedman: Maybe Z planning. If you search for it on Wikipedia, it’ll say something else—so pay attention.

Itamar Friedman: A is what I’m doing right now. B is my next step. Z is the endgame—where I see the world going. I can share with you what I think will happen if Qodo fulfills its mission.

Itamar Friedman: Everything in between is unpredictable—competition, trends. But you must have a clear view of what you’re doing now, what’s next, and why, and where you’re ultimately heading. If you lose A, B, or Z, I think something’s wrong.

Itamar Friedman: By the way, once you finish A and move to B, then it’s B and C. Then C and D, etc. I thought a lot about the Z part. When that became clear, that was a good moment to leave and start Qodo. Even though the timing—2022—wasn’t ideal.

Alejandro Cremades: For people listening—what ended up being the business model of Qodo? How do you guys make money?

Itamar Friedman: Yeah, simple. So first of all, what what is Qodo? Just in short, ah Qodo is focused on code review, code testing, on code quality, while now AI is helping developer generate code, almost like many companies, 30 to 95% of the code is done by at by AI, generated by AI, and you’re having tons of lines of code being generated much more than before, then somebody needs to verify that it works as expected.

Itamar Friedman: By the way, this is A and B, it’s not the Z, we can talk about it later. So we are complementary to all the coding solution out there, where we help to make sure that that code that was generated is according to the practices, standards, on like intent, according to the specification, etc. okay So we have a bunch of of free you free tools, like open source tools, even Fortune 500, plenty of them are using open source tools.

Itamar Friedman: We have freemium tools like in a sense that you can download and play even if we are hosting it. And then people get aware of us and then they notice that we have ah features that are more focused on teams and enterprise. Because if you think about it, like quality is not a game for one person.

Itamar Friedman: ah you You have a feature, you want to complete it, maybe it’s a game for one person.

Itamar Friedman: But when you’re thinking about software development, It’s a team sport, it’s especially in large organizations. And so once you start or free ah using our free tools, you’re you’re asking yourself, how can I take that to the team level? And then we monetize ah mostly on enterprise. We have oh Fortune 500 companies, Fortune 5000, etc. around the world using us, including banks, like financial institutions, etc., e-commerce, health, etc.

Alejandro Cremades: but What was that moment like where you felt, hey, I think that day we’ve we’ve hit it on product market fit here. I think this one is going to work.

Itamar Friedman: Oh, yeah, OK. um So first, time I want to say that in in the world of today, especially if you are close to the eye of the storm, um ah PMF is not ah something you get and you’re there. It’s consistently moving.

Itamar Friedman: You might be jumping forward even if you didn’t plan to because something changed in the world. But you can might be slip slip backwards. So i it’s because it’s like a podcast for entrepreneurs, like very important for me like to to share that that notion.

Itamar Friedman: and and And I think because we have this like ah fear, we’re basically claiming internally that we’re never on PMF to some extent. Like now this is like a weird like statement because As a CEO, I need to know if I’m in PMF or not in order to scale the sales, et cetera.

Itamar Friedman: We just like open our New York offices, Boston offices, and we’re scaling in the States. But at the same time, we always like do not take it as granted. okay So that’s very important for me. So I think like when we so started seeing our demo request like pumping every day with five amazing logos without without us doing almost anything,

Itamar Friedman: We have no outbound like until today. We just recruited our first album because, yeah you know, want we want to check that how we can scale faster. But here we are, like we reached where we we got to with with no out outcome at all. um that That was one. The second thing is that crazy NRR we have every quarter, not yearly, like ah very, far very positive like NRR strong intro.

Itamar Friedman: like Once you install us, we see like companies are buying 100 seats, but then exploding to thousands with within months or or so. So that was like and another ah like clarity. So I would say these these are the the biggest two.

Itamar Friedman: If you have products that people love using, ah now it’s time to you know get everyone know about yourself and about Qodo and et cetera.

Alejandro Cremades: How have you gone differently this time around with Codo about the culture and why?

Itamar Friedman: yeah Yeah, this is very, very important. have to say that ah We didn’t go through my entire career. like The first startup I ah worked and wasn’t Mellanox, that was acquired by NVIDIA, was another startup.

Itamar Friedman: and And I remember like joining as a student and and like the and the founders are talking about, here are two main like values, fast, reliable. And I was like, what is this bullshit? like just I want to code. like How this does this help me that you’re you’re talking about it for for an hour?

Itamar Friedman: What a waste of time. like That was what I thought to myself. i’m I’m not claiming that fast and reliable or good company value, but but no matter what they would say, probably I would say when I was young this way.

Itamar Friedman: And then a long time, like you realize how important culture is.

Itamar Friedman: And I admit that and I don’t think it was I understood that in the beginning of my first startup as a CTO. And ah ah eventually, like,

Itamar Friedman: Sorry for the they maybe for some obvious lame minimum statement that execution each strategy for for breakfast, I think actually um i would say that culture ah drinks um execution for for sport or something like that.

Itamar Friedman: But basically like a good strategy is the one that you can execute. that clarify why execution is important. And then if you want to execute over time, and that’s really important, persistency, ah for example, is is extremely important in startups, then you you have to have the culture. So at Coto, like it’s me and my partner, Daddy Criter, it’s one of the first thing we did like,

Itamar Friedman: ah sit down and and like think about our main values and what do we want from the company. I’m not not saying like we’re doing perfect, like actually values and culture is like a lighthouse that you want to aim towards, but but it’s extremely important.

Itamar Friedman: And then one of the main benefits, and it’s not the only one, is that really helps to align people to make decisions. In our world, like we we really need to move fast with confidence. By the way, this is our third value. And aligning what our culture elements enable people to to do that.

Itamar Friedman: um And it helps all across. like and and When you recruit, if you know our values, what we’re looking for. ah When you have a decision and you’re thinking, okay, it’s a hard decision, there isn’t any value that guides me, etc.

Itamar Friedman: it’s Extremely important. I can i can talk about it for an hour or why I believe in that. So that’s one of the things like did different this time is is like thinking about culture as a first principle.

Alejandro Cremades: And then obviously, you know, bringing people in means say also bringing investors. How much capital have you guys raised to date? And what has been the journey, you know, this second time around to to raising?

Itamar Friedman: Yeah, so we we raised our theory the seed 2022, the second half when it was like kind of a downtime. it was And we raised 10 million ah seed without having one line of code.

Itamar Friedman: We didn’t want more than that. We felt that we need to be responsible with what we saw in the market back in the days.

Itamar Friedman: I think it was a good decision. And and then almost a year after ah we raised $40 million dollars and in the Series A, we still ah have most of the money in the bank, um rather ah some of it from ARR,

Itamar Friedman: um and And also, although we are 90 people, we are ah doing a lot of bottom-up or middle-out. We can talk about it, middle-up motion. So we’re quite efficient. um Yeah, so that that that that was it. Like raising it either from Israelis, amazing VCs,

Itamar Friedman: like TLV partners or international VCs. And we do love the international ones, rather like Square Peg, one of the first investors in Canva, Sousa Ventures, one of the first investors in Robinhood, for example, and also Vine Ventures, for example, one of the first and of investors in Eon, very famous these days.

Alejandro Cremades: Now, obviously, whether it’s investors, customers, or employees, they’re betting on a vision. So, Itamar, imagine you go to sleep tonight and you wake up in a world where the vision of Qodo is fully realized. What does that world look like?

Itamar Friedman: OK, so basically, like until now, I talked about AB, right? The framework in ABZ, what we’re going to do in A and B. um In the world where AI is generating most of the software and actually is generating software as you go, it could even even in your bank account app.

Itamar Friedman: you might request a certain you know workflow or or feature, and it might be generating that software as you go. One of the most important technologies that you want to ah make sure you have is that that software is not going to create any damage.

Itamar Friedman: and and And in order to enable that word world, you have to have Qodo. Think about the technical product manager in Walmart, for example, and that product manager wants to develop a new feature in the website and requesting that from AI.

Itamar Friedman: Whenever ah a person is adding the second item to the cart, I want you to match the color automatically. Now, that could be done in many ways. okay and and And then like it presents one of the ways. I’m going back to that ah to that product manager. And the product manager just pushed to production that feature.

Itamar Friedman: Can you imagine doing that without having Qodo’s a dashboard showing all the balances checks and balances in and like that that were required in order to to push that.

Itamar Friedman: And one of those like some of those like checks are quite straightforward. certain standards, certain like tests that were made on the front and back end, but some of them are actually on values because the same feature that I just described, the AI that no human is going to review its code might go to your Facebook social media

Itamar Friedman: social and or any any other social media and check what are the colors that that you like, then come back and offer you that. If there was no other ah contra AI tool that will make sure that the AI that generated the code doesn’t do that,

Itamar Friedman: then the product manager won’t know about it. So actually the same features, the same software can be developed in many ways. We have to have the protection of a dedicated system that checks also the values. And only this way, we will like enable a world where software is like is in our hands.

Itamar Friedman: And if you think about it, software runs the world, makes our life better, and it’s only going to get more crazy and and useful, take us to Mars or or be very like anywhere we need it.

Itamar Friedman: And in order to ensure that doesn’t does do damage and that we don’t have like many CrowdStrike events every every year, you will have to have a Qodo. So that’s the future that we’re building for.

Alejandro Cremades: So obviously, there we’re talking about the future. I want to talk about the past, but with a lens of reflection. Imagine if I take you back in time to that moment where you’re coming out of you know the acquisition of NVIDIA, and they now you’re thinking about starting something on your own, and you’re able to show up and have a chat with your younger self on giving that younger self one piece of advice for launching a business. What would that be and why, given what you don’t know now?

Itamar Friedman: Yeah, um so so so so first of all, I’m not sure I’ll i’ll have only only one. um i think ah that it might be counterintuitive, um but the the number one will be focused on one thing.

Itamar Friedman: um It could be counterintuitive because, ah for example, when I did my first startup, I actually at the same time completed at least my master degree. And I didn’t go all the way to PhD because of the the startup, but I did like force myself to to do the master the degree.

Itamar Friedman: So i did I did them in parallel. And you can say that it was good because I have a degree, I learned, and you know it actually helps that once once in a while. But the fact I think you’re spread on on many things, um like it’s actually a problem, I think. I know there there are some companies, some, sorry, some like legendary like founders like Elon Musk, et cetera, that are doing so many things.

Itamar Friedman: but But I believe that if you check their early career, you’ll actually find extreme focus So for example, I believe that I should have chose or to do PhD all the way, drill down all the way to ah to some problem that i really believe in and and and and and do that properly or go on the startup and and and do like like amazingly really really focused.

Itamar Friedman: So I gave an example, but I think a long time that that was ah that were a few of these points where i chose to do a few things.

Itamar Friedman: and And I don’t feel that I necessarily got feedback that it’s not good. Like actually i got like feedback from people saying, Hey, the most interesting people I know, they’re actually very busy. And that’s why they’re, every time you give them a task, they’re able to do it so fast because they have to, et cetera.

Itamar Friedman: And I actually got a lot of encouragement from family and friends and others, but, that I go back and say, hey, think about it deeply. Yeah, you don’t want to predict the future. It could take you many ways, but choose along the way make your decision and and run with them.

Itamar Friedman: ah and And, you know, you can iterate fast. You can can go, you can stop and make another decision. But at this a given moment, moment choose one and run with it fast, deep.

Alejandro Cremades: Now, what about a what have you learned, too, about leadership? you know Because I know that you’re a sailor. You like sailing. You’re a skipper. and So what what have you learned you know there from sailing that you apply to entrepreneurship?

Itamar Friedman: Yeah, totally. like

Itamar Friedman: Admittedly, like it’s hard for me when i every every time that I go sail, for example, for a week, ah not to see the resemblance. Basically, as a skipper, on the one hand, you are the captain, you are the leader, you’re responsible.

Itamar Friedman: At the same time, even if it’s not competitive, in most cases I do it for fun, ah you need help from the team. You you need for many reasons. Sometimes um you know you need them to properly like handle the the boat.

Itamar Friedman: ah You need them to have a successful week, just like I’m talking about like ah ah planning and planning. and and and having fun or whatever you your goal is with this sale.

Itamar Friedman: um And by the way, you probably need them when things go really bad and you want as a skipper to prepare for it in advance. You want to tell them what are the rules and and they need to to follow.

Itamar Friedman: You want you want like people also to have a ah like ah think big and and be proactive because you’re not doing that in order to sail and have minions just listening to you.

Itamar Friedman: So I find that this activity, every time that I do it, most of the cases I do it with a different group, um then then to to have like really interesting like leadership, but also teamwork moment. I love it.

Alejandro Cremades: Amazing. so Itamar, for the people that are listening that would love to reach out and say hi, what is the best way for them to do so?

Itamar Friedman: Yeah, sure. So, xTwitter, it’s Itamar, I-T-A-M-A-R, underscore M-A-R. I love just the word mar, like C, right? We just talked about it in Spanish.

Itamar Friedman: ah So, that’s the reason for that. And also, you can look on on LinkedIn, Itamar Friedman, F-R-I-E-D-M-A-N. I usually like ah open, I think, open channels there and love to a chat with anyone interested, especially in the future of intelligent software development, which is my passion.

Alejandro Cremades: Amazing. well itamma It has been an absolute honor to have you with us. Thank you so so much for being on the DealMaker Show today.

Itamar Friedman: Thank you so much. Thank you.

*****

If you like the show, make sure that you hit that subscribe button. If you can leave a review as well, that would be fantastic. And if you got any value either from this episode or from the show itself, share it with a friend. Perhaps they will also appreciate it. Also, remember, if you need any help, whether it is with your fundraising efforts or with selling your business, you can reach me at al*******@**************rs.com

 

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