Global-e Online at Piper Sandler Conference: Embracing AI and Shopify Growth

Published 10/09/2025, 19:42
© Rotem Barak, Global-e PR

On Wednesday, 10 September 2025, Global-e Online Ltd (NASDAQ:GLBE) participated in the Piper Sandler 4th Annual Growth Frontiers Conference. The company discussed its strategic initiatives, highlighting opportunities in artificial intelligence and a renewed partnership with Shopify. Despite minor challenges from tariffs, Global-e Online remains optimistic about its growth trajectory.

Key Takeaways

  • Global-e Online is leveraging AI to enhance efficiencies and conversion rates.
  • The 3B2C model helps mitigate tariff impacts by using a local U.S. entity.
  • A renewed Shopify partnership aims to support smaller merchants with a white-label solution.
  • Tariff impacts have been minimal due to the company’s diversified business model.
  • Strong growth is anticipated, supported by successful brand implementations.

Policy and Tariff Impact

  • Initial concerns about tariffs were high, but the impact on Global-e Online has been minimal.
  • The U.S. accounts for about 12% of the company’s gross merchandise volume (GMV).
  • Brands with low price elasticity have raised prices to absorb tariff costs, minimizing impact.
  • The removal of the de minimis exemption affected 3-4% of the U.S. market, with no major disruptions anticipated.

3B2C Offering

  • The 3B2C solution reduces duties by setting up a local U.S. entity, allowing brands to sell goods internally at wholesale value.
  • This model has attracted high interest from existing brands and new clients, including a large Australian brand.
  • Onboarding is swift, often completed within days, facilitating quick adaptation to tariff complexities.

AI Opportunity

  • AI is seen as an opportunity to improve efficiencies and conversion rates.
  • Over 50% of customer service is automated with AI tools, enhancing accuracy and speed in duty classification.
  • Proprietary data and know-how are crucial to Global-e Online’s operations, setting it apart from competitors.

Shopify Partnership

  • The partnership focuses on a white-label solution for smaller merchants, integrated with Shopify Payments.
  • A major marketing push is planned for next year, with potential to scale into a multi-billion dollar business.
  • Despite the end of an exclusivity deal, Global-e Online expects to maintain high win rates on Shopify.

Future Outlook

  • Global-e Online is confident in its multi-year outlook, with solid trading patterns and positive growth with existing brands.
  • The company is diversifying the number of brands being onboarded, with most implementations completed by mid-October.
  • The growth pipeline remains strong, with increased activity at the top of the funnel.

For a detailed understanding, readers are encouraged to refer to the full transcript below.

Full transcript - Piper Sandler 4th Annual Growth Frontiers Conference:

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Good morning. My name is Brent Brayson. I’m the Co-Head of Tech Research here at Piper Sandler. Super excited to have Amir, the Co-Founder and CEO of Global-e Online Ltd, join us here in Nashville. Nashville is a very long way away from Israel. We appreciate making the trek. Super, super appreciative. Alan Katz, Head of Investor Relations, is with us as well. Three topics I’d like to cover today in this session. One, policy and tariff impact. Lots of discussion, lots of debate. How has that impacted the cross-border e-commerce business? Two, we have this general debate in the investment community around AI. Is it an existential threat? Is it AI? Is it an exponential opportunity? What camp does Global-e Online Ltd fit in? Obviously, let’s kind of hit that Shopify opportunity and reframe it since there’s been some changes there.

On policy and tariffs, now that we’re actually starting to see the tariff enforcement, what are some of the large brands responding? What are you seeing kind of on that front? Given we’ve had a lot of talk, it’s now being enforced. What are you seeing?

Amir, Co-Founder and CEO, Global-e Online Ltd: Sure thing. First of all, thank you for having us. It’s always great to meet and definitely a great conference and a great setting. On tariffs, I would say there’s been some evolution. When the whole tariff thing started to evolve, there was a lot of confusion in the market. People didn’t know where it’s going to end up. It seemed like it could be tariff nuclear warfare and retaliatory warfare. Everybody was kind of thinking, OK, I don’t know if I’m going to have a business even in a year’s time. I think the dust has settled. What we are seeing is actually, I can summarize it, but it’s not a great impact on us. We’re seeing the bottom line kind of trading patterns. When you look at kind of trading into the U.S., it hasn’t really seemed to have a big effect.

The reason is it comes from multiple reasons. One, if you look at our, first of all, we’re a very diversified company. I assume you all are kind of a bit versed in Global-e Online Ltd. Even the U.S. is, of course, as you would expect, our largest inbound market. Even the U.S. is only typically around 12% of our GMV. To begin with, it’s not a small but not a huge part of our business. Even that can be divided because some of the brands, some of our kind of European APAC brands that are selling into the U.S., some of them don’t have a lot of price elasticity. They just bump up the price and they sell just the same. They take into account the duties.

If it’s luxury brands or if it’s kind of celebrity brands, stuff like that, people, the buyers are not really that sensitive to the price. No real effect on those. There are brands for whom the U.S. is, it’s an important market, but it’s just one market within a big global portfolio. Most of these brands actually choose to not bump the price up for the U.S. specifically, but just bump the price there, kind of not take it 10%, 15% up in the U.S., just take it 2% or 3% globally so that they prevent any kind of noise on social media about price differentiation. That typically doesn’t have a major effect. We deal primarily with brands, kind of branded goods. Typically, there is some leeway to increase prices at that level without a huge impact. Yes, there are brands for whom the U.S.

is a very big kind of destination market and that had to take the prices up. In that case, we do see an effect. They sell less goods. There is lower quantity, but at a higher price. That’s where our pricing model comes in, because we price on the total kind of cart value, which is a percentage out of the total transaction. It doesn’t matter for us too much, the kind of the different.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Pricing maybe is offsetting some of the.

Amir, Co-Founder and CEO, Global-e Online Ltd: Exactly. GMV-wise, there’s not a huge impact.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Interesting. That’s good to hear. Based on the volume of boxes showing up in my house, I don’t know if it’s an anomaly for my household, but I certainly haven’t seen any sort of slowdown.

Amir, Co-Founder and CEO, Global-e Online Ltd: I just hope they’re all coming from outside of the U.S.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: And boxes.

Amir, Co-Founder and CEO, Global-e Online Ltd: Boxes to Global-e.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Let’s talk about a more recent change. That’s the de minimis rule. Walk us through how we should think about that with your brands and how are they thinking about solutions or addressing the de minimis rule change.

Amir, Co-Founder and CEO, Global-e Online Ltd: Absolutely. On that, too, we are kind of uniquely positioned because we had kind of a mini crystal ball that enabled us to anticipate what the impact or what the relatively low impact would be of the removal of the de minimis. I know a lot of people were concerned, and I can understand that because the de minimis was pretty high. It was $800. Most of our orders, most of the brands that we serve, were selling below the de minimis. The way it actually unfolded is that first, as you know, the de minimis was removed for, or the de minimis exemption was removed for products that are kind of origin China and Hong Kong and Macau. That was about, I would say, roughly a third of the products that we were selling were falling under that.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: In the U.S.?

Amir, Co-Founder and CEO, Global-e Online Ltd: In the U.S., yeah.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Into the U.S.

Amir, Co-Founder and CEO, Global-e Online Ltd: Into the U.S.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Yeah, so it’s only 3% of our.

Amir, Co-Founder and CEO, Global-e Online Ltd: It’s about 3% of our market.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: 3% or 4%.

Amir, Co-Founder and CEO, Global-e Online Ltd: Yeah, roughly that. It’s significant enough so that we can view the trends. It’s hard for a few specific examples where a brand happened to have like 90% of their product being manufactured in China and had a hard time kind of rotating out of that to manufacture in other places on a short time frame. We had two or three brands that were severely impacted by that because they had to jack up prices by 200%. That, of course, threw a wrench into our sales. By and large, it was pretty well spread in terms of the country of origin effect when it comes to most of our brands. We didn’t see any major impact from that removal.

We had a good reason to believe that even in the end of August, when the rest of the countries where the exemption was removed to the rest of the country of origin, we’re still, again, not going to see a huge impact. The other reason is that where the tariffs ended up is not, if you look at it, if you strip away the noise, it’s actually not too dissimilar to what other countries have done in recent years. The U.S. hasn’t invented the kind of low-value goods tax. Australia did that a few years back. Singapore did that. Other countries, Europe has been doing it for a while with imposing VAT on imports and some level of duties. If the end result would be like 100% tariff on goods coming from any country and retaliatory tariffs on other countries on U.S.

manufactured goods, that would be an issue worldwide. Forget Global-e Online Ltd. That would be an issue. The end result and the kind of bilateral agreements that the U.S. has already gotten into, from our global perspective, it pretty much makes sense in terms of the final outcome. Therefore, we don’t anticipate any kind of major disruption in the trade. That’s what we’re currently seeing. In terms of trading patterns so far in Q3, even post the last couple of weeks post the change, we don’t see any major impact.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: I should just also maybe want to talk a little bit about 3B2C and some of the ways that we’re helping the clients.

Amir, Co-Founder and CEO, Global-e Online Ltd: Yeah, it sounds like.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: 3B2C, tariffs, policy changes, even de minimis rule, these are headwinds, but are turning out to be maybe mild to minor, very minor headwinds. Let’s talk about growth drivers. Like the offset to some of maybe those smaller, mild headwinds, 3B2C. You mentioned 3B2C. It seems like a new area. That was one of the areas you flagged it through Analysts Day as a really important, maybe more important growth driver than I appreciated. What is 3B2C? Why is there so much interest? Why is that such a big incremental growth driver for you?

Amir, Co-Founder and CEO, Global-e Online Ltd: Sure thing. One of the things we did, of course, we didn’t just wait to see how the whole tariff situation unfolded. We also went into the drawing board and very quickly brought to market an offering, a unique offering, which we call 3B2C. Just quickly, the way our regular offering works, our cross-border offering works, is let’s say you are an Australian brand and you want to sell to a U.S. consumer. From a transaction point of view behind the scenes, what will actually happen is that Global-e Australia is going to buy the goods from the brand domestically within Australia, and then Global-e Australia is going to export the goods to the U.S. consumer in a cross-border transaction. The U.S. consumer will act as the personal importer on record for that product. That’s how it typically works.

The thing is that now there is no exemption for duties on a personal import, so that end consumer is going to have to pay, or the brand is going to have to subsidize, full duties on the retail value. One of the ways to reduce, not remove, but reduce the duties burden is a setup that we created, which we call 3B2C. What happens in that setup, what the brand, and it’s relevant for a subset of brands. It’s not across the board because you have to be, I would say, big enough to go through the hassle of setting up a local entity here, a legal entity here in the U.S. You only need an entity. You don’t need people on the ground. You just need a legal entity that can buy the goods.

I would say, just for a second, we have also an offering called multi-local where larger brands that have the justification to hold inventory here in the U.S., they don’t have that issue because they import the inventory on a commercial basis anyhow. There are the brands that are stuck in the middle, which are kind of now we can offer them the ability to just set up an entity. Through a backend process, we can actually manage the transaction so that Global-e Australia is actually involved only later in the process. First, the brand in Australia sells the goods internally to their new entity in the U.S. That acts as the importer, so the duties are actually paid on the wholesale value, on the intercompany transaction, not on the retail value. That can be a factor of between 2% and 5% reduction. Global-e Online Ltd U.S.

buys the goods from that local entity and sells it to the end consumer in a domestic transaction. It’s kind of an in-between model between our regular plain vanilla cross-border model and the full-fledged multi-local model where, as a brand, you hold inventory in the U.S. and everything is done domestically.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: How quickly on the brand can I switch? I’m like, OK, I’m using Global-e today. I’m paying full smash, every retail product, every $1,000 purse I sell to Mrs. Braceland. That’s very expensive. Now that purse company can, I don’t know, a $200 wholesale cost. That’s a huge delta. How quickly can you onboard customers? How popular is this 3B2C?

Amir, Co-Founder and CEO, Global-e Online Ltd: The answer is very quickly. We’ve already had, I would say, a few existing brands that we had that were in that exact situation. The question from a technical perspective, it’s a flick of a switch. It’s just a software configuration.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: It’s already implemented in.

Amir, Co-Founder and CEO, Global-e Online Ltd: In days.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: In days. OK.

Amir, Co-Founder and CEO, Global-e Online Ltd: The only thing they need to do is to set up the legal entity, which again is very easy and simple here in the U.S. From all other aspects, it’s the same. It changes the reconciliation process a bit, the reporting a bit. If they’re serious about it, they can adjust very, very quickly. It’s a matter of days, maybe a couple of weeks if they really want to go through all the hoops before actually implementing it. You asked about adoption. We’re actually seeing, first of all, a lot of interest in this product. We’re seeing both what you mentioned, kind of existing brands saying, OK, we want to switch to that model for the U.S. because we want to save those duties. We’re seeing kind of new brands that are kind of getting into the top of the funnel.

It’s not just related to 3B2C, but in general, kind of the whole tariff situation, the whole dynamics of the market is a catalyst to, I would say, we’re already seeing some brands at the top of the funnel that we can attribute their kind of interest in moving forward with the discussion, specifically to the fact that they just, they don’t want to handle the duties issues. They understand that it’s something that they would rather offload to somebody else. That’s kind of the, I would say, the conversation starter to get it. That’s going to take more, that’s going to take time to actually be reflected.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Opening some doors.

Amir, Co-Founder and CEO, Global-e Online Ltd: Yeah, it’s a door opener. They have to go through the sales cycle. They have to go through the implementation cycle. We are seeing even that effect now. Just by way of kind of to complete the story, what we’re also seeing is brands, and we already have just a couple of weeks ago, we have an example of a relatively large brand in Australia that originally didn’t give the U.S. lane to us. We were doing the rest of the world for them. They chose, when they onboarded, to continue doing the U.S. themselves like they did before because the U.S. is a massive market for them.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: They want to control it, sure.

Amir, Co-Founder and CEO, Global-e Online Ltd: Exactly. They already had a setup. It was all kind of, they just said, OK, we’ll start with the rest of the world. We’ll see about the U.S. Now they came back and said, OK, we don’t want to deal with this whole thing. Just take the U.S. as well. We’ll fold up our existing operations. We already had a couple of those, and we anticipate a few more. It’s not a common case, but we’re seeing even that.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: A little over a year ago, you have a unique business model relative to large brands in that it takes a while to onboard them. About a year ago, the market was very skeptical. You had this acceleration in growth in the second half of the year. I don’t think anyone believed you, right?

Amir, Co-Founder and CEO, Global-e Online Ltd: Well.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: You have good visibility. You know when these large brands go live. As you think about these large brands, the potential whales, what’s the activity there, the visibility? I think you’ve already kind of flagged and signaled the visibility you have for this year. What about next year as you start to think about the pipeline of big brand opportunities that maybe give you a little more visibility than what we have as outside investors?

Amir, Co-Founder and CEO, Global-e Online Ltd: Sure. Yeah. I would just say, we obviously haven’t given any sort of 2026 guidance or any sort of outlook as of today. What we have given is multi-year outlook, right? We talked about that at the analyst day, or the investor day that we did. We continue to feel good about that. I think to your point, where we have really great visibility is into the back half of this year, where we can say, look, there’s a few factors here. First is the current trading patterns continue to be solid. We continue to see positive moves compared to the start of this year from that perspective. From an implementation perspective, and this is onboarding new brands, we do have a little bit more diversification in a number of brands. This isn’t significant, but it is more than just a couple of large whales like we had last year.

Those are going very well. If you think about from a timing perspective, most of those implementations happen before the middle of October. This isn’t like a long time period between now and then. We’ve seen success. We’ve onboarded multiple brands. We continue to do so. They’re on target. We have enough buffer that we’re comfortable with where we stand there and feeling good. The last factor is growth with the existing brands. We continue to see strong positive growth there. I think as long as same-store sales hold up, the pipeline, like Amir talked about, looks good. We’re feeling good about activity at the top of the funnel. We still feel confident on our ability to continue growing.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Right. Sounds great. Let’s shift gears to a topic that is top of mind, AI.

Amir, Co-Founder and CEO, Global-e Online Ltd: Yep.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: In my view, it feels like the death of SaaS is overstated. I mean, software has always been very competitive. I do think what’s new is the pace of change in AI is different. For me, it’s really more about a race to relevancy than about, is the software companies, is all software going to die or not? I think you do have to move quicker. You do have to move faster and respond. Walk me through where is Global-e in the camp of, is AI an opportunity? Is it a threat? Is it a pull? How do you view that in this context of the race to relevancy?

Amir, Co-Founder and CEO, Global-e Online Ltd: Yeah. A race to relevancy is a very good term, I think. I think from a Global-e Online Ltd perspective, we firmly believe that it’s much more on the opportunity side than the threat side. It starts from just the kind of, it’s a structural thing because, yes, we have a very big and well-developed software-based platform. We’re not a software company. If it was just pure kind of software, I wouldn’t be sitting here so relaxed, to be honest. I would be kind of working the team on that run to relevance. It’s much more than software. It involves a very thick and important service layer. That cannot be replicated with AI. You need the volumes. You need the commercial terms. You need the partnerships with those kind of tier one providers. You need to know how to operate with them on a day-to-day basis.

If it’s on payments, on logistics, on duties and taxes, there are dozens of, literally dozens of third parties that are involved. They need to be orchestrated just for a single transaction to happen effectively on our platform. It has that combination of capabilities and services. What we do, and the reason why we can do what we do effectively, also lies a lot on know-how and data, which is proprietary. It’s not, I mean, even take things that are supposedly in the public domain, like duties. You can say, OK, somebody can now use AI to build a duty calculator like this. That’s not really true because what AI can do, yes, AI can crunch the duty tax books of all the different countries in the world very, very quickly, much quicker than anyone could have done before. That’s not good enough because that’s not how the world works.

At the end of the day, on the other side, when the goods are imported into a specific country, it’s not AI doing the actual charging. There’s a person involved. There’s a tax man involved in the process. There are brokers and shippers. They have their own policies. I can tell you from experience that the end result of what the actual duties are charged on a specific order is quite different in most cases. It’s very rarely exactly what the textbook says. You need to have that data. You need to have that kind of feedback loop that we have of what the actual duties are in order to continuously perfect that calculation and make sure that you’re not overcharging or undercharging for duties. That’s just one element of many other elements that we do on the payment side, on the logistics side.

That requires kind of proprietary data that cannot be replicated with AI. At the same time, I think that internally, given that we have that service layer, we have that data and know-how, I think that we can actually leverage AI tremendously in order to expedite a lot of things that currently take time to do from a software development perspective. We are building AI-based tools that can create a lot of efficiencies in the business. We already have more than 50% of our customer services done automatically with a customer service bot. We are now working on extending that to also support merchants and not just end consumers automatically via AI. A lot of our duty classification today is done using AI tools rather than traditional algorithms, with great results in terms of accuracy and speed.

There are a lot of other elements in the business that we are continuously using AI tools in order to gain efficiencies and build consumer and merchant-facing tools that can leverage AI in order to make our services better, not just more efficient, but better serve our clients. We think we’re much more in the opportunity camp than a threat camp.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Yeah. I think the other piece of this is driving conversion rates. One of the differentiators here is, while AI may be able to check certain boxes from a calculator perspective, right, just calculate duties tax like Amir was talking about, the nuance of improving conversion rates for our merchants is a big differentiator for us. It’s one of the things that really kind of we stand out against the competitive field and against the do-it-yourself solutions. Us leveraging AI internally by analyzing data and looking at, and this is again proprietary data, looking at from a geographical product specific, how to increase that conversion rate based on how you’re showing pricing, what you’re embedding from a shipping or non-shipping perspective. Those are the kinds of things that can really be valuable. Listen, you guys certainly aren’t sitting on your laurels. You made the acquisition of Return Go.

There’s lots of stuff happening. Great to hear the internal stuff as well. I did want to end here on Shopify. Shopify actually has gone from this exclusive partnership to a change in partnership. What’s the biggest opportunity you see at Shopify over the next three years? Conversely, what is the thing that keeps you up at night the most about Shopify over the next three years? A two-part question.

Amir, Co-Founder and CEO, Global-e Online Ltd: Sure. I think in terms of the opportunity, when we look at the kind of the new partnership, multi-year partnership agreement, I think it’s on the 1P side, on what’s called managed markets, which is kind of the white label solution that we are developing together with Shopify in order to support mainly small-sized merchants, but at scale. That is, I think, the most exciting piece of that because we had a first iteration of that, which we worked on with Shopify. It was kind of using based on the platform that we acquired when we acquired Flow. We did manage to achieve the goal of kind of seamless onboarding, kind of a one-click onboarding, which Shopify and us believe that that was the big unlock here, and that we just needed to find a way to get those merchants online via a frictionless process. We managed to do that.

We learned together that that was not enough and that the friction in that kind of the day-to-day management of the store and the difference that was created between how the merchants continue to manage their domestic store versus how they needed to manage now their international business was too much for many of these merchants. They just either churned or not adopted the solution. We went back to the drawing board. We came up with a new design that is.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Version 3.0, you feel like it’s kind of.

Amir, Co-Founder and CEO, Global-e Online Ltd: Exactly. It’s much more dependent now, or it’s much more tightly integrated into Shopify Payments.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Is that out in the wild yet?

Amir, Co-Founder and CEO, Global-e Online Ltd: No, it’s still a work in progress. It’s on both sides. I think actually Shopify are investing more resources on that than we are. I think it goes to show how much they believe in the potential here. Once that is out, I believe, hopefully early next year, that’s when, assuming that everything goes according to plan and all the betas work as expected, I believe that at some point next year, Shopify will be able to make another kind of big marketing push. Hopefully, that is the unlock that we were looking for. This can turn over the next few years into a multi-billion dollar business.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: 10 seconds or less.

Amir, Co-Founder and CEO, Global-e Online Ltd: I sleep quite well, I must say. I think it’s a very, over the years, it’s proven to be a very kind of mutually beneficial partnership. Even I know some investors had concerns about the changes on the 3P side. Actually, I think the way to frame it in 30 seconds is that I wouldn’t sleep well at night if we were like the third or fourth provider in the market and just happened to strike an exclusivity deal with Shopify for a few years, which drove our business. Now all of a sudden, we’d be at the risk of being eaten by the competition. We have been and continue to be by far the leader in the market. The fact that others, we never asked for that exclusivity, was Shopify’s idea.

Now that they wanted, because of their own kind of change in strategy, they wanted to open up the ability for other providers to work, that’s fine. We anticipate same, if not better, win rates on Shopify like we have on other platforms, which are like in the 80%+ range. We sleep quite well at night. We’re happy about the reduction in the revenue share that came bundled with that. Both sides get a benefit out of this new agreement. That’s the basis of a continued strong partnership in my view.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Sleep is very important for your health.

Amir, Co-Founder and CEO, Global-e Online Ltd: Absolutely.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: I appreciate you getting some good sleep there.

Amir, Co-Founder and CEO, Global-e Online Ltd: Thank you so much.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Thank you very much.

Amir, Co-Founder and CEO, Global-e Online Ltd: Absolutely.

Brent Brayson, Co-Head of Tech Research, Piper Sandler: Thank you, Brent.

Amir, Co-Founder and CEO, Global-e Online Ltd: All right. Thank you.

This article was generated with the support of AI and reviewed by an editor. For more information see our T&C.

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