Dave Mor used to investigate first. When a crisis arrived, he wanted to understand its cause. By 2026, his account of his own approach had changed: get on the plane, address the immediate problem, investigate afterward. For an executive whose working life began in intelligence, that is a revealing adjustment. Understanding remains essential. Sometimes it has to travel economy and arrive a little later.
The OneLayer co-founder and CEO has described the tension plainly. Advice is available from investors and experts; responsibility stays with the person running the company. “But in the end - you decide.” His preferred workplace gives employees room to act, too, with access to information and responsibility for outcomes. That freedom comes with controls. Even a company selling network visibility needs to know what its own people are doing.
Mor’s business occupies a similarly awkward interval between having something and being able to use it. An enterprise can install a private cellular network, connect industrial equipment, and discover that its security team cannot manage those connections in its familiar way. The network works. Permission to join the rest of the enterprise can still be another matter.
Fifteen years learning to look closely
Before OneLayer, Mor spent 15 years in the special operations department of Israeli intelligence. His work included intelligence and cybersecurity projects across technical domains, including cellular communications. He managed large groups. It is a background with a direct connection to his eventual business: understanding communications systems, understanding threats, and getting specialists to solve a shared problem.
His career record includes analyst and team leadership roles, followed by research analysis leadership and R&D project management. Between 2011 and 2015, he studied electrical and electronics engineering at the Technion - Israel Institute of Technology. The sequence places formal engineering study within a longer technical career, rather than as a decorative credential added to a founder biography.
Then came manufacturing. Mor worked as chief of innovative technologies at SMARTECH, with his employment record placing the role from December 2018 to January 2021. The company’s 2019 appointment announcement also identified him as head of its innovation arm. He had moved from intelligence projects into a business concerned with how factories operate.
That step deserves space in the story. His later customers would include manufacturers and utilities, organizations whose equipment has a useful life and a job to finish. Industrial technology must accommodate what is already installed. A controller does not become expendable because a more fashionable network has arrived. The factory, regrettably for anyone selling a clean architectural diagram, already exists.
The promising network at the locked door
Mor co-founded OneLayer with Or Turgeman in 2021. Turgeman brought his own background in Israeli intelligence special operations and software development. Their company emerged publicly in March 2022 with $8.2 million in seed funding led by Grove Ventures and Viola Ventures. Its stated task was to bring enterprise security to private LTE and 5G networks.
At the launch, the supporting investors included founders from Orca Security, Guardicore and Epsagon, along with a Palo Alto Networks R&D leader. It was a circle familiar with the practical complications of protecting enterprise systems. The financing also supported plans for a private LTE and 5G risk assessment and validation lab.
Mor’s explanation of the opportunity starts with a recognizable organizational collision. A digital innovation team gets excited about a private cellular pilot. Later, the security team asks how it will connect safely to everything else. The project has acquired connectivity before it has acquired an acceptable security arrangement. Enthusiasm reaches the door; someone sensible asks for identification.
He has said he sought a market with fast-growing technology, manageable engineering barriers, and an unresolved customer problem. OneLayer’s approach was to examine existing enterprise protections and work out what prevented them from extending to cellular. “We work very hard not to invent the wheel,” he said. That is a useful restraint for a founder selling into organizations already furnished with wheels.
In September 2023, Mor announced that OneLayer was extending its security work into operations and asset management. He described customer needs around tracking cellular assets and assessing device and network performance. It was a practical widening of the audience: the same information could help several teams do their jobs. For a founder, that creates another decision about focus. A product can solve a narrow technical gap while finding that the people who benefit from the answer sit in several departments.
A SIM is an introduction, not a biography
By early 2025, Mor was pointing to a particularly inconvenient detail: much industrial equipment does not have a SIM slot. Utilities can add cellular connectivity through adapters rather than replace their grid devices. The enterprise then needs to understand the equipment behind the connection, including what it should be allowed to reach.
He also described the coordination required merely to add devices. Cellular enablement, networking and security access management involve different people. Manually distributing and inserting hundreds of SIMs introduces opportunities for error. Newer SIM technologies can simplify parts of the process, but a growing device fleet still needs the correct profiles and permissions.
These are small tasks with a large appetite for meetings. Mor’s argument gives them commercial importance: a network becomes useful at scale when ordinary operational work stops depending on repeated specialist intervention. The machinery may be industrial. The bottleneck can be administrative.
His own writing makes the division explicit. An operations team sees a physical asset. A security team works with network identifiers. A cellular team uses cellular identifiers. In his 2024 account of scaling private networks, a shared device identity lets those groups communicate about the same piece of equipment.
He organized the operational challenge around three jobs: onboarding devices, monitoring them day to day, and finding the cause when something goes wrong. An authorized user should be able to add equipment within the organization’s security rules. Permissions should follow the device’s context. Existing enterprise tools should remain part of the process. His emphasis is on who can do the work, and how much coordination each task requires.
When the pilot has a territory
The business acquired a larger financial backing in October 2025, when OneLayer announced a $28 million Series A led by Maor Investments. McRock Capital and Chevron Technology Ventures participated alongside existing investors. The company said total funding had passed $43 million.
Its deployment examples gave the proposition a geography. Southern Linc’s regional LTE network spans 122,000 square miles across Alabama, Georgia and southeastern Mississippi. Evergy’s private LTE network was supporting thousands of devices, with an eventual service footprint tied to its 1.7 million electricity customers in Kansas and Missouri. Those customers are people served by the utility, rather than a count of devices running OneLayer.
For Mor, expansion also means making decisions legible to the people signing the purchase order. He has discussed building an economic case around less manual work and faster introduction of new uses. A security team needs control; an operations team needs practical freedom; the economic buyer needs a reason to fund both. The founder has to make all three arguments without giving each department a different product story.
“We work very hard not to invent the wheel.”
Dave Mor / Category Visionaries
The company has to learn the same lesson
By May 2026, partnership had become a formal program. OneLayer launched a Technology Alliance Program covering certified integrations with companies including Ericsson, Nokia, Check Point, Fortinet, Claroty, Digi International and Kigen. Mor described technical partnerships as part of the product’s foundation. In this business, cooperation with other vendors is part of what the customer is buying.
The program put structure around integration testing and continuing support. Daniel Curci, OneLayer’s director of technology alliance, led it. Cellular infrastructure, security products, SIM technology and operations systems all appeared within its scope. The list reflects the number of parties involved in making an industrial connection manageable.
In June, OneLayer appointed Alexa Bleecker as vice president of growth marketing. The announcement reported a doubled customer base and tripled annual recurring revenue over the previous year, without publishing absolute figures. Mor tied the hire to building a marketing function suited to the company’s pace. Selling the bridge had become an organizational problem of its own.
His public work now includes conversations with investors, technical writing and demonstrations with industry partners. In a 2026 post sharing Ericsson’s demonstration of private-network defenses, he thanked collaborators by name. That habit fits the business: the finished result depends on people working across company boundaries, just as the customer’s network depends on people working across departments.
In August, Tampa Electric added another example of that cooperation. It selected Ericsson and OneLayer for its private LTE infrastructure, with Burns & McDonnell handling integration and engineering expertise. Several thousand devices were targeted for the initial phase, with tens of thousands planned over five years. Those are deployment targets, rather than a completed fleet. The choice brings the device-management work into the network’s expansion plans from the start.
The aspiration is consistent across his explanations: make cellular-connected equipment manageable through the enterprise’s existing practices, without requiring every security or operations team to become a telecom specialist. Mor’s career has brought him into both sides of that conversation. His changing response to a crisis adds a personal qualification. Investigation can tell you what happened. Running a company also requires deciding what happens next.