When AI joins the hiring process, HR truly has the space to thrive

“In HR specifically, AI is streamlining traditionally manual and admin-heavy tasks,” said Gal Tanchelson Munbaz, SVP HR at Orca Security. “For example, drafting policies, summarizing interview notes, comparing candidates, and sending follow-ups. With AI handling those repetitive tasks, HR can spend more time talking with people, building culture, and helping everyone do their best.”

Tanchelson Munbaz joined CTech as part of its new series, HR in the AI Era, which explores artificial intelligence's impact on the workplace.

“As we look ahead, we see AI not as a threat, but as a powerful enabler,” she added. “Our focus is on using it responsibly, to drive innovation, support our people and customers and build smarter, more resilient organizations. The human element remains at the center of everything we do.”

You can read the entire interview below.

Company name: Orca Security
Name and title: Gal Tanchelson Munbaz - SVP HR
Names of founders and upper management: Gil Geron, Avi Shua, Yoav Alon, Oded Edri, Arie Teter, Moti Peretz
Year of founding: 2019
Investment stage: Round C
Total investment to date: $640M
Field of activity: Cyber
Number of employees: 380
Office location: Tel Aviv
Number of open positions: 20

On a scale of 1-10, how much does the AI revolution disrupt your company operation in general, and the HR department specifically?

8.

AI is significantly transforming how we operate, both across the organization and within HR. It has already taken over many of the repetitive, time-consuming tasks that previously consumed our teams’ capacity. This shift allows us to focus more on strategic work: solving complex challenges, improving collaboration, and strengthening engagement.

In HR specifically, AI is streamlining traditionally manual and admin-heavy tasks. For example, drafting policies, summarizing interview notes, comparing candidates, and sending follow-ups. With AI handling those repetitive tasks, HR can spend more time talking with people, building culture, and helping everyone do their best.

What interesting AI tools do you and your staff use in employee management/recruitment?

Our Global Talent Acquisition team uses several AI tools to help us hire faster and smarter, but Juicebox really stands out. All we have to do is describe the kind of candidate we’re looking for in plain language, and Juicebox does the rest. It’s not limited by rigid filter categories, it explores different ways to search, learns from our feedback, and sends us the best matches. It’s also fully integrated with our recruitment system, making the entire process smoother.

We also use other helpful AI features within Green House, which help us identify strong candidates from our past applicants and simplify interview scheduling by checking calendars and suggesting available times.

In addition, LinkedIn’s AI provides smarter recommendations for potential candidates.

All of these tools are valuable, but right now, Juicebox is the one we rely on most for sourcing candidates.

In which roles or tasks within your company has AI already begun to replace human labor (if at all)?

AI hasn’t eliminated any roles in our company, but it has transformed how certain functions within roles are performed. Rather than replacing people, AI has automated repetitive and time-consuming tasks, freeing our teams to focus on work that delivers greater value.

A great example is our research team. Previously, a significant part of our security analysts’ time was spent reading lengthy compliance documents and manually mapping the specifications into business rules within our product. Today, AI tools handle most of that heavy lifting, eliminating the manual slog and enabling our analysts to concentrate on higher-impact tasks like generating insights, refining features, and shaping long-term product direction.

So while no jobs have been lost to AI, it has definitely redefined how we work, making our teams more strategic, efficient, and focused on innovation.

What are the two major challenges you are coping with these days?

One of our current challenges is driving meaningful AI adoption across all departments—whether in HR, marketing, R&D, or finance. We want every team to integrate AI into their daily workflows in ways that genuinely boost productivity and support smarter decision-making, all while maintaining our high security standards.

With so many AI tools available today, the real challenge is making sure the ones we choose are not only effective and easy to use, but also secure enough to handle sensitive data without putting the company at risk. It’s a careful balancing act between innovation, productivity, and control.

The second major challenge is how we, as leaders, guide our people to use the time AI frees up in a purposeful way. Automation is already saving hours of manual work, but our goal is to help employees channel that time into deeper thinking, creativity, and high-impact work that supports our strategic goals. It’s about ensuring AI doesn’t just make us faster, but also smarter in how we grow and evolve.

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?

We haven’t faced direct workforce-related challenges due to the war, but with the war going on and hostages still in Gaza it’s impossible to say there’s been no impact at all. Many of our employees and their family members have been called to reserve duty in the past year. That said, we’ve been able to overcome these challenges thanks to the global nature of our team. With employees spread across more than 20 locations outside of Israel, we’ve had the flexibility and coverage to support ongoing operations without disruption.

Our teams remain resilient and fully operational, though the regional situation does occasionally affect logistics and event planning.

Have you made changes to your workforce following the increased use of AI tools, both in terms of headcount and internal shifts between departments?

Internally, we haven’t made significant shifts in headcount or departmental structures as a direct result of AI adoption. Instead, we view AI as a way to enhance our teams’ capabilities, not replace them.

That said, we did take a major step forward by acquiring Opus - A company whose core expertise is in AI. This strategic move allowed us to bring in top-tier AI talent, accelerate our innovation roadmap, and integrate advanced AI capabilities directly into our product offering. Rather than redistributing existing teams, we expanded our knowledge base and technical depth through this acquisition, complementing our current workforce and enabling faster, smarter development across the board.

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?

While global market uncertainty is something we monitor closely, it hasn’t altered our long-term vision or growth trajectory. We remain confident in our strategy and continue to invest in our people and customers.

In fact, we’re actively expanding our global presence and opening new locations based on market demand. Our goal is to be closer to our customers, tap into diverse talent pools, and increase our agility in key regions. Rather than scaling down, we’re taking a deliberate, growth-oriented approach carefully evaluating where to grow and how to align our teams with evolving business needs.

Do you estimate that in 2025–2026 you will increase or decrease the number of personnel? Explain why.

We expect our headcount to go up in 2025–2026. Our product and market footprint are expanding quickly, and with that comes extra work in engineering, customer success, and operations to keep pace. In short, demand is growing faster than our teams can handle today, so we’ll be hiring more people to make sure we can deliver on our roadmap and support our customers properly.

rong> Round C
Total investment to date: $640M
Field of activity: Cyber
Number of employees: 380
Office location: Tel Aviv
Number of open positions: 20

On a scale of 1-10, how much does the AI revolution disrupt your company operation in general, and the HR department specifically?

8.

AI is significantly transforming how we operate, both across the organization and within HR. It has already taken over many of the repetitive, time-consuming tasks that previously consumed our teams’ capacity. This shift allows us to focus more on strategic work: solving complex challenges, improving collaboration, and strengthening engagement.

In HR specifically, AI is streamlining traditionally manual and admin-heavy tasks. For example, drafting policies, summarizing interview notes, comparing candidates, and sending follow-ups. With AI handling those repetitive tasks, HR can spend more time talking with people, building culture, and helping everyone do their best.

What interesting AI tools do you and your staff use in employee management/recruitment?

Our Global Talent Acquisition team uses several AI tools to help us hire faster and smarter, but Juicebox really stands out. All we have to do is describe the kind of candidate we’re looking for in plain language, and Juicebox does the rest. It’s not limited by rigid filter categories, it explores different ways to search, learns from our feedback, and sends us the best matches. It’s also fully integrated with our recruitment system, making the entire process smoother.

We also use other helpful AI features within Green House, which help us identify strong candidates from our past applicants and simplify interview scheduling by checking calendars and suggesting available times.

In addition, LinkedIn’s AI provides smarter recommendations for potential candidates.

All of these tools are valuable, but right now, Juicebox is the one we rely on most for sourcing candidates.

In which roles or tasks within your company has AI already begun to replace human labor (if at all)?

AI hasn’t eliminated any roles in our company, but it has transformed how certain functions within roles are performed. Rather than replacing people, AI has automated repetitive and time-consuming tasks, freeing our teams to focus on work that delivers greater value.

A great example is our research team. Previously, a significant part of our security analysts’ time was spent reading lengthy compliance documents and manually mapping the specifications into business rules within our product. Today, AI tools handle most of that heavy lifting, eliminating the manual slog and enabling our analysts to concentrate on higher-impact tasks like generating insights, refining features, and shaping long-term product direction.

So while no jobs have been lost to AI, it has definitely redefined how we work, making our teams more strategic, efficient, and focused on innovation.

What are the two major challenges you are coping with these days?

One of our current challenges is driving meaningful AI adoption across all departments—whether in HR, marketing, R&D, or finance. We want every team to integrate AI into their daily workflows in ways that genuinely boost productivity and support smarter decision-making, all while maintaining our high security standards.

With so many AI tools available today, the real challenge is making sure the ones we choose are not only effective and easy to use, but also secure enough to handle sensitive data without putting the company at risk. It’s a careful balancing act between innovation, productivity, and control.

The second major challenge is how we, as leaders, guide our people to use the time AI frees up in a purposeful way. Automation is already saving hours of manual work, but our goal is to help employees channel that time into deeper thinking, creativity, and high-impact work that supports our strategic goals. It’s about ensuring AI doesn’t just make us faster, but also smarter in how we grow and evolve.

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?

We haven’t faced direct workforce-related challenges due to the war, but with the war going on and hostages still in Gaza it’s impossible to say there’s been no impact at all. Many of our employees and their family members have been called to reserve duty in the past year. That said, we’ve been able to overcome these challenges thanks to the global nature of our team. With employees spread across more than 20 locations outside of Israel, we’ve had the flexibility and coverage to support ongoing operations without disruption.

Our teams remain resilient and fully operational, though the regional situation does occasionally affect logistics and event planning.

Have you made changes to your workforce following the increased use of AI tools, both in terms of headcount and internal shifts between departments?

Internally, we haven’t made significant shifts in headcount or departmental structures as a direct result of AI adoption. Instead, we view AI as a way to enhance our teams’ capabilities, not replace them.

That said, we did take a major step forward by acquiring Opus - A company whose core expertise is in AI. This strategic move allowed us to bring in top-tier AI talent, accelerate our innovation roadmap, and integrate advanced AI capabilities directly into our product offering. Rather than redistributing existing teams, we expanded our knowledge base and technical depth through this acquisition, complementing our current workforce and enabling faster, smarter development across the board.

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?

While global market uncertainty is something we monitor closely, it hasn’t altered our long-term vision or growth trajectory. We remain confident in our strategy and continue to invest in our people and customers.

In fact, we’re actively expanding our global presence and opening new locations based on market demand. Our goal is to be closer to our customers, tap into diverse talent pools, and increase our agility in key regions. Rather than scaling down, we’re taking a deliberate, growth-oriented approach carefully evaluating where to grow and how to align our teams with evolving business needs.

Do you estimate that in 2025–2026 you will increase or decrease the number of personnel? Explain why.

We expect our headcount to go up in 2025–2026. Our product and market footprint are expanding quickly, and with that comes extra work in engineering, customer success, and operations to keep pace. In short, demand is growing faster than our teams can handle today, so we’ll be hiring more people to make sure we can deliver on our roadmap and support our customers properly.