What does Eli Gur do as a board advisor?

He works on product vision, product strategy and the shift from a tech-led to a product-led operating model, and reviews AI product architecture decisions. Engagements are typically a monthly board or leadership session plus asynchronous access between sessions.

What boards does Eli Gur advise?

He sits on the Aerospace, Drone & Defence Advisory Board of 1414 Degrees Ltd (ASX: 14D), announced 1 June 2026, as one of six external advisers alongside former senior executives of DroneShield, Lockheed Martin, Airbus U.S. Space & Defense, Northrop Grumman, General Dynamics and GE Aviation. His remit covers UAV and UGV product strategy, concept-to-production readiness, Israeli and Middle East defence market access, go-to-market strategy, and product innovation and IP development.

Is Eli Gur available for advisory work?

He holds a maximum of two advisory seats at a time alongside his own ventures. Availability changes; the current position is stated on eligur.me/advisory.

What does a board advisor cost?

Advisory seats are structured as a monthly retainer, equity, or a combination, agreed before the first session. Scope and cadence are fixed in writing so both sides know what is being bought.

Advisory

A board seat filled by someone still shipping.

I hold up to two advisory seats at a time, alongside building my own products. Engagements cover product vision, product strategy, the move from tech-led to product-led, and AI product architecture — reviewed by someone who is making those same calls this quarter.

Current appointment

Board: Aerospace, Drone & Defence Advisory Board
Company: 1414 Degrees Ltd (ASX: 14D)
Announced: 1 June 2026
Board size: Six external advisers
Alongside: Former senior executives of DroneShield, Lockheed Martin, Airbus U.S. Space & Defense, Northrop Grumman, General Dynamics, GE Aviation and BAE Systems, plus former U.S. defence and national security leadership.

Source: 1414 Degrees Ltd (ASX: 14D) announcement, 1 June 2026

My remit on that board

UAV and UGV product strategy14D
Concept-to-production readiness14D
Israeli and Middle East defence market access14D
Go-to-market strategy and enterprise sales enablement14D
Product innovation and IP development14D

Terms I work to

Cadence: Monthly board or leadership session
Between sessions: Asynchronous access, bounded
Structure: Retainer, equity, or both — agreed up front
Capacity: Two seats maximum
Languages: English, Hebrew

What I actually do in the room

I ask the question the board has been talking around. Usually it is some version of: what is this company's product thesis, and can anyone here state it the same way twice? Once that is settled the roadmap arguments resolve themselves, because most roadmap arguments are vision arguments wearing a spreadsheet.

Beyond that: reviewing product strategy against the business plan rather than against the backlog, pressure-testing AI feature decisions for maintenance cost, and coaching product leaders who were promoted for being good engineers.

Why the two-seat limit?

Because I build. I am running Signatura and AgenTeam in production, and an advisor spread across six boards is a name on a slide. Two is what I can hold while remaining useful between sessions, which is where most of the value in an advisory relationship actually sits.

What I decline

Seats that want a logo rather than an opinion. Companies looking for validation of a decision already made. Anything where the product problem is really a founder disagreement — that needs a different kind of help than mine.

Ask about the open seat →