[This transcript was generated from YouTube’s auto-captions, not a verified human/AI-diarized transcript. Timestamps and wording may contain errors, and speaker labels below are Claude’s best-effort inference from context, not confirmed against audio. Please review before publishing.]

[Music]

Host: Okay, we’re here with Enon Landenberg, a serial entrepreneur, well-known expert in the interactive media field, a highly sought-after lecturer at technology conventions, and a featured TEDx conference keynote speaker. Welcome.

Enon: Thank you.

Host: What are you up to these days?

Enon: I’m up to, uh, helping parents have some more peace of mind about the day-to-day of their children — and this is through my venture, Bosco.

Host: Right, so what does Bosco do?

Enon: Well, Bosco is a simple app that you install on your phone. As a parent, you invite your kids to it. We’re not hiding it from the kids — we want them to know that parents care for them, and we try to keep as much as we can the privacy of the kids, while analyzing all the data that goes through their phone, which is their life. Using very high-end technologies, we update the parent when the kid needs their help and intervention.

Host: So what’s an example of that?

Enon: Well, we’re starting from location. We build a very strong geofencing tool so we know when the kid enters or leaves a safe zone — like school, home, an after-school activity, or a grandparent’s house. We analyze all the texts that go through the kid’s phone, including encrypted messaging like WhatsApp, and we update the parents when the kid is bullied by his friends, or threatened by his friends or other people. We analyze all the images that go through the kid’s phone, or that the kid took with the camera, and we update the parent when there is nudity or violence. We analyze mood, based on tone detection, to know when the kid is stressed or threatened by friends or other people, and more things like that. We analyze the behavior of app usage — when the kid uses a communication app less, we understand he’s trying to avoid communication. We analyze the number of friends — because on social media today, kids, when they want to threaten one another, say “I’m going to unfollow you on Instagram,” so we track that too. We’re doing a lot of behavior analysis based on their technology use.

Host: And you’re working with psychologists?

Enon: Yeah, yeah — we have leading research from [university name uncertain from the audio] that specifically works on threats to kids in digital spaces.

Host: And when you say “kids,” how old is a kid? Because I can imagine that at a very early age, kids are shouting and screaming and not enabling their parents to have that peek into their life.

Enon: We’re aiming at kids from when they receive their first phone until the age of 15, up to 17, depending on the market. In Japan it’s six years old; in Israel it’s around seven and eight months, and going down; in the UK it’s a little bit later; in the U.S. it’s around eight and a half. So it depends on the market — but the funny thing is that when you give them the first phone, it’s for you, it’s not for them. You want to know where they are, you want to call them, “I’ve come to pick you up, come out.” And after three to six months they make it their own — in the beginning they even forget they can call from it, because it doesn’t have smartphone facilities yet.

Host: These are like “dumb” phones?

Enon: No — even if they have smartphones, they’re not used to it. It takes some time until they get used to it.

Host: What amazes me about that — something I can’t even explain myself — is what I call the “love in relationships” with technology. You know how you love someone very much, and you fall in love because they’re charismatic, but after you’re with them a long time you start hating it, because that thing you loved is also what other people love, and maybe jealousy or something else happens. Technology is the same thing — like the example you just gave, when I give a child who’s six years old a phone, I’m actually doing it for myself, because I want to feel secure that I know where my child is. And then when they’re eleven, we’re saying, “you’re using it too much” — and it’s the exact same thing that helped us feel secure in the first place.

Host: Statistically, the more you know, the more you can help — but that’s the same thing I’m going to end up hating, because my child won’t be able to do this stuff alone.

Enon: Maybe. But the phone isn’t the problem — the problem started much earlier, when you gave your kid a phone to keep them occupied in the back seat of the car. So by the time he’s six, seven, eight, this is what he knows — he doesn’t know anything else. You started it, and you can’t fight it, because kids today meet less and less in the physical world, and more and more in the virtual world.

Host: I understand, but there’s a difference between motivating him and showing him other options, and at the end of the day he still chooses to be on his phone. Some people would say if a kid has more privacy, he’d run into more problems — but he’d also solve more problems, because he’s independent. Maybe we’re helping them too much, and then they don’t know how to help themselves.

Host: Have you guys seen the Black Mirror episode — the mother watching through the girl’s eyes, and it escalates to very dark places?

Host: But what I think you’re doing here is different, in the sense that it’s more like an alarm that only goes off in extreme cases — correct?

Enon: Right — so we don’t give parents all the information, only the actionable things, when the kid is actually being threatened. We’re trying to help parents know about threats they didn’t even know existed, and bring them the information — and the lessons — they need, without them even knowing they need it. That’s also the reason we track day-to-day things like location or battery level — we’ll update you when your kid’s phone is under 15%, so we get high retention, because most of the time your kids are okay, but you need it there for two years from now, when something does happen. It’s a strange thing — people pay to use our app in order not to use it. It’s like insurance — you don’t want to use your insurance, and you don’t feel like a sucker when you didn’t use it.

Host: Is this kind of a passion project for you?

Enon: It is. It started from a need I had, as the parent of three kids, where I realized there was nothing suitable for how much childhood — and parenthood — has changed. It took me time to understand that; their childhood totally changed, my parenthood as a parent totally changed, and it’s very different from how I was raised by my father. I think the biggest difference is, first, punishment — we don’t have punishment today. I don’t know exactly why — we decided we’re not going to hit our children, we’re not going to lock them in their room. We were kind of taught that it’s a bad thing, maybe because we suffered from it ourselves, and we decided we’re not going to do it. But I think the biggest challenge is that we get much less respect from our children as parents, because — for me, my father was the smartest person in the universe. When I had to know something, I asked, and he gave me the answer, and I had no way to challenge it, right or wrong. Today, whatever I say at home, my kids will challenge me on Google, and fifty percent of the time they’ll say I’m wrong. So they don’t even ask me anymore — or they ask me once, and if I don’t answer fast enough, they go to Google, and then they stop asking me.

Host: So it’s about knowledge — you’re not the knowledge source anymore.

Enon: Right — respect, because what is your position in the house now? You don’t punish them, and they don’t give you respect as someone who’s very smart. You used to respect your parents because they were your knowledge source, and since that shifted, I think the respect went with it. But they were much more than that for us — they were our whole channel of communication. When I wanted to go see a friend, I had to ask my mother to arrange it. Today they don’t need us like that. It’s a very complicated time — it’s changed dramatically for them too. We have ten times more cars in the streets than we had twenty years ago. There’s the bullying — we were bullied in school too, but we came home and had a break until the next day. For them it follows them home, into cyberbullying, and everything is much more amplified, much more multiplied, scary. And the fact that information travels everywhere — they see on Instagram Stories all the time what their friends are doing, where they weren’t invited — so you don’t even need to tell them anything for them to feel excluded.

Host: It’s a lot of challenges that, to be honest, we can’t take back. Like — giving my kid a “dumb” phone when he’s young, is that actually a kind of advantage?

Enon: They don’t need to ask you, which is a loss of respect on one side — but on the other, they know everything, they can learn anything, they’re open to everything. That’s obviously a giant advantage. Kids today are much smarter — they have much more information and sources of information. Sure, someone will argue they don’t have the depth, that it’s much wider but less deep — but honestly, who needs all that depth in this world? If they want to know something, they can learn about it, they have the access. So there are a lot of benefits. I’m not just talking about the challenges and problems — but definitely, this is something you can’t go back on. It’s too good.

Enon: You know how many people died from car accidents a hundred and forty years ago? Zero — there were no cars. One of the things we like to use to illustrate the challenges of technology, we don’t even talk about cars, we talk about bicycles — so many people get hurt or die riding bicycles, from an accident or from falling — and we started wearing helmets, but people kept riding bicycles, because they found the good in it, for transportation or sport or whatever. We don’t stop riding bicycles. Same thing here — the challenges are becoming more and more complicated, screen time for kids is rising dramatically all the time — but sometimes I meet people who have two mobile phones and an Apple Watch, and, well, how can you complain about the kid? We’re all on the phone all the time — if you check how much time you spent on the phone by the end of the day, it’s about four and a half hours, especially if you use it a bit more than average. There’s no way back. This is the world now — and that’s also true of privacy.

Host: That’s why what you’re building is amazing — you said earlier that the kids also know about the app and allow it. But I’m thinking of the difference — I’m using Waze to get home faster, giving out my address and where my girlfriend is and everything I’m doing all day, and I don’t have a problem giving that out, because it’s helping me get home. This is helping me protect my kids.

Enon: Right — so your privacy isn’t really the issue, the privacy issue is on the kids’ end. But here’s the nice thing — you don’t even have to ask the kid. On Instagram, kids don’t think about privacy the way we do, because they never had privacy — they don’t know anything else. You’re still coming from an era where you had some privacy; they never had it, and they don’t care about it. They understand the benefit of giving up their information — a better experience, a more personalized experience, Instagram arranging content that’s relevant to them — so they don’t think twice about it. But from a legal point of view, we’re actually taking the consent from the parents, because — let’s be honest — it’s illegal for kids to install Instagram, and they lie about their age to do it. It’s illegal for them to install almost anything at that age. So when a parent installs our app, they give us consent to collect the information, but only for their own use — we’re not sending it to any third party. It’s complicated, because kids are sometimes more tech-savvy than their parents, so they can try to hide things — but the parent will get an alert about that too. So what are you trying to hide? In the end, we need to be parents. It’s just like kids hate wearing a helmet while we make them wear it anyway — same thing here. You want the phone, you get something that comes with it.

Host: What’s the status of Bosco these days?

Enon: We have four hundred and fifty thousand users globally. We have a subsidiary in Singapore for distributing across Southeast Asia. We’re working on partnerships with distributors globally — we’re launching this week in Brazil, and in Mexico with two different distributors.

Host: Is there a story — like, “oh my god, I’m so happy I made this app”?

Enon: It’s very complicated to get a reaction from parents on this, because it usually has to follow something bad happening. Parents can be a little embarrassed to admit they’re using it, and when something bad does happen it’s even more complicated, because they feel it’s somehow their fault. But there are things people write about us publicly on the app stores, and emails they send us — it’s amazing, the intent is very high once they subscribe. They tell us the software is really good, that it protects the kids, but also that the kids feel less anxious day to day, because when something does happen they get a really quick response, and they’re happy about the app. We get things like that all the time — it’s very unusual, actually, that fifty percent of our users choose a yearly subscription on their very first payment, not a monthly one. They get two weeks free, and after that they realize they’re going to use it for a year, so they take the annual discount.

Host: How do you decide on a UI that parents will actually understand?

Enon: We built a parent dashboard where you see all the highlights — this is the number of pictures we analyzed today, this is the tone detection, you can see messages back and forth, a daily report at the end of the day with the highlights of everything we analyzed. If there’s a problem, you get it as a push notification; if not, you can just look at what we analyzed. We analyze an enormous amount of data, but the beautiful thing is, for a parent, it’s very simple — nothing complicated, very macro-level.

Host: So what happens if I want to dig in more, like on a fence alert?

Enon: You can only see the specific problematic message itself, and the conversation right around it — not every message we analyzed, only the problematic one.

Host: I’m guessing — I’m not a parent myself — but I’d guess today the amount of language and pictures out there is insane.

Enon: It’s an indescribable amount.

Host: How do you tell the difference between the dangerous ones and the normal, mainstream ones?

Enon: Our development partner is Panasonic, and together we built very strong AI models for specific analysis. On images, we’re not trying to understand everything in the picture the way Google does — is there a Coca-Cola can, a car, a microphone, a human body. We’re looking for specific things — nudity, violence, a knife, fire, breasts. Once we find one of those, we escalate to another level of analysis — for example, if we see a young girl in something ambiguous, we take it to another level to try to understand the context, to see if it’s actually a beach or a swimming pool, because the model alone can’t always tell a bikini from lingerie. If we see a bed, a toilet, or a mirror in frame, that’s also flagged as potentially problematic. We’re very specific about what we’re looking for, combined with the research we’re doing on the psychological side, and the reactions we get from parents — parents can react to every alert we send, and that feedback improves our text and image analysis all the time. We also run a training session every month for the model itself, because things change — as an example, if you’re in North America, there’s a new slang word for a certain body part every year. We get these new terms from our community of parents, who are very engaged — and, without meaning anything by it, it’s specifically the moms who are the most involved.

Enon: When we look at our four hundred and fifty thousand users, we have a feature where the mother and the father can each decide what kind of alerts they want for the same child — the father might only want nudity and text alerts on average, while the mother wants everything, and often asks for more. From a marketing point of view, that’s the best thing in the world — it’s the most viral audience, because once they’re happy with something, they explode it across every WhatsApp group of moms at that kindergarten.

Host: And that probably varies a lot between cultures too?

Enon: It does — I say this without any real expertise, but what counts as an insult or aggression in North America is totally different in Turkey. So our model works on three levels — the first is the basic algorithm analyzing things on average. The second is the local analysis — of course, a girl in Indonesia wearing short sleeves gets flagged differently there than elsewhere. So we have the local analysis, and on top of all of that we have the personal analysis — in the first few weeks we learn the individual child. Some kids swear a lot in their texts, and their parents don’t care about that — so if a kid swears a lot in his everyday communication, we stop alerting on it, unless we find it’s being used aggressively. Saying a swear word can also just be slang for “you’re joking,” and kids use it a lot that way — but when someone says something like “I’m going to hurt you,” that’s something we want to flag.

Host: You mentioned distributors — why go that route?

Enon: We use distributors for two main reasons — the first is to help with localization, and the second is for distribution itself. You can’t expect to sit in Silicon Valley and just take over Mexico or Turkey — you need to do marketing, you need PR, you need a face in the market, you need moms who trust you. A year from now, I think it’s basically going to be mandatory — when you give your kid a phone, it’ll come with an app like this, it won’t even be a question anymore — it’ll just be a transaction, five dollars a month, from birth.

Host: I’m already a client, honestly — I’m a dad, and I’ve already given up on privacy in general, because I want my life to be efficient. I’ve basically been “talking to Google” since 1999 — it knows everything about me, probably about my wife too. But look at what our parents had — a landline phone at home, and they could pick up the extension and listen in when we were fighting with a friend. You don’t have that anymore.

Enon: Actually, by law, your kids don’t have any privacy from you until the age of eighteen — all of that privacy is legally owned by you, the parent. Since we’re not selling the data to any third party, we’re just analyzing it for you. We’re not replacing you — you still have to be the best parent you can be — but we’re bringing you more information than you have now. You don’t see when your kid is standing on the street talking to a stranger; a parent might. You don’t see who they’re texting when they’re sitting on the sofa on a weekend, or who they’re talking to over the microphone while gaming with headphones on.

Host: What do you think the endgame looks like for a product like this?

Enon: I think it’s going to grow into a very successful, sustainable company with millions of subscribers. When you want to do something good, you can go raise donations — but then you’re stuck raising donations forever, and that’s not really a business, it’s not sustainable. We believe we can build a very profitable business that’s also high-value and sustainable. There are competitors, but most of them come from the old world of computers and antivirus companies — companies like McAfee — and they still come at it from a parental-control mindset, still thinking they can control their kids. But go on YouTube and search how to bypass one of those, and you’ll find a million and a half videos of kids showing you how — the simplest way is just switching to Safari, and no one can stop that.

Host: By the way, what do you do about apps like Telegram?

Enon: [response on covering encrypted and messaging apps more broadly was not clearly captured in the auto-captions]

Host: That was actually going to be my next question — how many kids do you have personally involved with this, in your own family?

Enon: [Enon speaks about his own family and children; the auto-captions here are too garbled to reliably transcribe]

Host: I agree with that. Once you actually hear about something that’s happened, there’s no more question about it. I see a lot of my friends trying to be their kids’ best friends — but you’re not supposed to be their best friend, you’re supposed to be their parent. You don’t need to spank them, you don’t need to punish them, but you also don’t need to be their best friend — they already have best friends. So I think once your kid is around six, seven, eight, and you start hearing about the challenges out there, and you realize your own kid is going through them too, it becomes a no-brainer — there’s no question, you’re going to use something like this.

Host: It’s very interesting to see it growing.

Enon: It’s building up much faster now. It’s been a long process — we’ve been working on it for about three and a half years. We went to Mobile World Congress in Barcelona, started talking with potential partners, and now those partners are rolling out — we’re seeing more and more growth in Indonesia, in Turkey. It’s amazing to see it growing. Now we just need to turn it into a profitable company.

Host: This isn’t the first company you’ve built and grown like this.

Enon: No, it’s not — and it’s a different kind of building this time, because it’s not creating new problems for people. Most of what we do in tech is create new technology, and that creates new challenges — and here we’re actually talking about the challenges that phones themselves created.

Host: I was in digital marketing a long time too — when did you get into that field? How old were you?

Enon: 1998.

Host: I’m curious — did what you were doing before feel meaningless to you, given everything you’ve gone through since?

Enon: I think that after years of motivating people to consume more things and spend more money on things they don’t need, you start looking to do something meaningful with all that experience, not just make money. It’s sort of the classic arc — you spend years on survival, you make it, you’ve done well for yourself, and now you want to do well for others, because you can already afford to.

Host: I get it. So how do people replicate that? If I understand correctly, you took a certain path to make money first — is that right?

Enon: I was young, I was 26 years old, I didn’t know anything else. It was the early internet — I was working the street, someone said “I need you,” and I turned around and said “okay, this is my thing.” No one else was really there, it was unique, and it was relatively easy — we were the best at what we did because we were basically the only ones doing it.

Host: Were you passionate about it at the time?

Enon: Of course, I loved it, I loved it. But at some stage you understand that you’re not necessarily bringing value.

Host: What were you doing then? Because I want to believe a business is only successful if it’s bringing real value — is that right?

Enon: Sure — but we did bring value. We helped Coca-Cola sell more, we helped Ford sell more cars, we helped mobile phone companies sell more phones. We brought them value, they paid us good money, and we gave them a good product. But when you’re alone at home at night, and you think about what value you’re actually bringing —

Host: I understand exactly what he’s saying — we’ve had this conversation. It’s about impact. The impact is different — he had an impact on B2B businesses and helped move the economics, but as a person, I think it also comes down to a bit of responsibility. It’s like — what kind of king do you want to be? A king who goes out every night, parties, gets drunk and goes to sleep? Or a king who wants people — or himself — to feel like he’s helping society? You get to choose. Every kind of king is okay.

Host: So I’m curious — what was going on in your head while you were at E-Dologic? When did you start to feel like you wanted to do something more impactful — was it something you felt at the time, or only in retrospect, after you sold the company?

Enon: I was feeling that I wanted to do something I’m more proud of — not only proud of the results. The results at E-Dologic were amazing — we were winning all kinds of awards around the world, we had the best clients in the world, the company was big and stable and making a lot of money, and everything was fine. But I think in the end you want more — when you’re alone at home, you want to be proud of what you’re doing, not only of the results. And I think that, for me today, the results aren’t good enough yet — they’re going to be amazing, but they’re not good enough for my own expectations. But when you ask me what I do, I’m so proud to say it. I’m proud to be able to talk to you right now about parenting.

Host: So maybe it’s not the main thing, but it’s part of it — the main thing is still building a successful company, just through this mission.

Enon: Right — you know, it’s like when you ask someone in gaming or gambling what they do, and they start to sweat.

Host: No, but I think it’s about enjoying the journey instead of just the results — having fun on the journey. There could be someone in the big gambling world having a lot of fun too.

Enon: I think people who develop technology for gambling — when I talk to them, and I remember once trying to recruit someone who came from a company like that — I apologize, but I’ll tell you: at night, when you go out with your friends to a bar, and they ask what you do, don’t you want to be proud of what you’re saying? I’m sorry if this sounds harsh.

Host: No, it’s fine, you can say it — whatever, thank you for being honest.

Enon: But I personally don’t work with people from those industries, as a policy — I’m just uncomfortable with it. I want to work with people whose hearts I feel are in the right place. So you get to decide what kind of king — or queen — you want to be. That’s fine, that’s just my point of view, there’s no absolute right or wrong here.

Host: I agree there are also people in those industries who aren’t losing sleep over it — you know, Sheldon Adelson and other well-known names [names uncertain from the audio] seem completely fine with it, very proud of what they’ve built. I doubt they’re apologizing to themselves at night. But I get that everyone finds their own version of pride — some of them are proud that they can now buy buildings, or influence politics, and they’ve taken that in their own direction.

Enon: Right — it’s a complicated question of what you allow yourself to be proud of. From my point of view — I’m 47, I think, or 46 — I want to be more proud of the results of the venture itself, and its impact, than of the game around it. It’s complicated. I spend two-thirds of my time on planes around the world, I barely see my family, and we’re working crazy hours, which is a little ironic. I’m working with Asia, and with North America and South America, so it’s basically round the clock — the Asian team is up early morning, the South American team is up late — so in a way it’s actually a good place to be, because you can work close to 24 hours a day. But then you get a response like this from a parent, and it fuels you — you get an email from a parent saying “thank you, I found this on my kid’s phone, and I didn’t even know they were doing that.”

Host: Do you think that’s kind of the fuel for your success? Let me push back on that a little — isn’t it just an evolution of yourself? I’m sure you’d have said something similar about your first or second company too — what your KPI was, what success meant to you back then. It probably wasn’t the same as today; it’s evolved. You probably had that same “fuel” feedback from something else back then — a P&L, a profit number, whatever — and then the next stage is the next evolution, until eventually you feel like you have to go solve world hunger or you can’t sleep. That’s just the kind of person you are.

Enon: I agree. Of course we were happy when we landed Coca-Cola as a client, or another big brand, or won a global pitch — and definitely happy with the dividend at the end of the year, the growth of the company, and eventually selling it. But at some point you realize it has no real substance — it’s not enough, it’s just not enough. A lot of people work at the Israel Electric Corporation, or at public companies, behind a cubicle — I don’t want to say anything that gets me in trouble with anyone who does that.

Host: Why do you think you’re wired the opposite way?

Enon: Why do I like it? Because you’re building something from zero — that’s the skill set I have, that’s the passion I have. I think when you go through all the challenges — and there’s an enormous amount of pressure — you understand why entrepreneurs don’t sleep much. It’s not that they don’t have the time, it’s that they can’t fall asleep from the stress.

Host: Does that stress ever go down, or is it always constant?

Enon: No, it only gets higher, it never really goes down. In the beginning it’s very high because you’re looking for funding, employees, markets, R&D — very stressful. And then, just when you think it’s peaked, it grows again, because now you’re also responsible for clients, and you have more employees, and it never really lets up.

Host: So do you actually enjoy it? Do you enjoy living with it?

Enon: You go on vacation for one week, and after two days you go crazy from doing nothing. So yes, you’re addicted, you enjoy the doing — like exciting your kids. What could possibly give you more dopamine than building something that didn’t exist before?

Host: What are you missing out on, from having built from zero — is it just the ability to relax on vacation?

Enon: Your kids are really the only thing I can think of that competes with it. In the beginning we used to take a laptop on vacation — now, with smartphones, you don’t even need to bring a laptop, you can do a lot from your phone, so I still end up doing a bit of work, just because it’s easier now. But I think you can find the balance.

Host: What was the actual pivot moment for you?

Enon: I think, first of all, I never worked for anyone. I actually once tried to get a regular job.

Host: Where was that — not necessarily the company name, but what did you want to do?

Enon: I wanted to work on the internet side of things, and they didn’t hire me. Honestly, today I understand why — I probably wouldn’t hire myself either back then. But over time I learned this is what I like to do. I didn’t become an entrepreneur because I wanted to work for myself and not have a boss and decide when I wake up — I knew from day one that working for myself would mean working ten times harder and being a hundred times more stressed. It wasn’t a surprise to me — a lot of people are surprised, when they start their own company, at how much harder they end up working, and how much more dedicated they have to be, because you’re responsible for everything.

Enon: It wasn’t a surprise for me. I can say that today, working with a team of the best experts in every field on Bosco — my CTO is much more experienced than me, my UX/UI lead is much more experienced than me, my [a senior exec on my team — exact title uncertain from the audio] is much better than me at what they do.

Host: Are you maybe more mature now, able to see that — and when you were younger, did you feel like you had to be better than everyone yourself?

Enon: No, not really — not without sounding arrogant, but when we started the digital agency it was very hard for us to recruit good people. We had to raise them up ourselves, take young people — some of them people who couldn’t find work elsewhere in marketing, and we had to teach them from scratch, because good people didn’t want to come work with us — they wanted to do TV ads, no one came to us. We had the vision, we were ahead of our time, but we had to learn everything ourselves, read a lot, and train a lot of people, guide them constantly — we had no other option. After two or three years we built a brand for ourselves, and then we were able to recruit amazing people. Now I can have ideas and try to convince the team to pursue them, but you can’t just tell an expert what to do — you have to bring them along.

Host: Wow — so it’s also about how you get people to want to do what you’re asking, rather than just telling them.

Enon: Right — some people need it for their ego, or because they’re insecure about their position — I never really had that problem, and definitely not today, when I have the best people in the world around me.

Host: So what would you say is your superpower?

Enon: I think I’m very, very good with people — the fact that I make friends easily, and it’s very natural for me to connect with people on a personal level. In the beginning that can actually put people off — in the U.S. it can come across as too much, in Asia people might feel like you’re invading their private space if you ask about their kids right away — but for me it’s completely natural, and I have friends everywhere in the world, real friends I can call for help or advice.

Host: That’s a great superpower. And your kryptonite?

Enon: My kryptonite, I think, is my family.

Host: Wow, that’s really powerful — and it kind of closes the loop with Bosco.

Enon: It really does. My business card, on one side, says I’m a founder — and on the other side, it’s a picture of my kids.

Host: I think that’s actually the best business card I’ve ever seen, honestly.

Enon: Thank you.

Host: And I don’t say that just because we’re recording this podcast — the fact that you’re bringing yourself into it, making it human and personal — I think it’s a perfect card, because your kids are on every single one, and there are different versions of it.

Enon: There are — it’s basically A/B tested. It’s also the title on it — it’s subtle, but it says “founder and dad.” I think anyone raising kids today has really two full-time roles — what you do professionally, and what you do at home — and those are your real two titles, no matter who you are.

Host: I’ll put my cynical hat on for a second and say — that business card also serves your app pretty directly.

Enon: Sure, that’s fine — I’d do it anyway, because it’s become personal to me. It turns out we actually have something in common — you’re a parent too?

Host: Mm-hmm.

Enon: There you go — nice to meet you, that’s incredible.

Host: You’re really a people person.

Enon: A hundred percent. You know, from time to time we have really important meetings with people who can come across as a little full of themselves at first, and I always remind my team — in the end, we’re all going to the bathroom the same way, we’re all human, so you can always find a way to connect with anyone.

Host: You’re also involved in a few other ventures these days, right?

Enon: Life’s short — I like to stay involved in a few things.

Host: Any you’d recommend people look into? He’s being modest about it.

Enon: I’d rather not single anything out. But look, we’ve covered the important ground here.

Host: Let’s wrap it up — Bosco is available for both iOS and Android, anybody anywhere in the world can download it?

Enon: Yes, it works everywhere in the world.

Host: And it’s available in different languages already?

Enon: The interface itself is currently only in English, but the rest of the analysis works multilingually, and we’re adding more languages all the time. We just added Portuguese for our launch in Brazil, and Spanish — and our next language is going to be French. Right now we already support Chinese, Japanese, Indonesian, English, Hebrew, Arabic, and Dutch.

Host: That’s great. What I’d wish for you is exactly what you’re already doing — to keep finding the next thing that gets you up every morning and keeps challenging you.

Enon: That’s exactly it — it’s growing, it stays stressful, but people get real value out of the product, and there’s really no other way to do it.

Host: Thank you.

Enon: No, thank you.

Host: Good luck.

[Music]

We have the technology. Real Life Superpowers.

[Music]