Slice Raises $25M to Simplify Global Equity

Slice secured $25M Series A led by Insight Partners to automate global equity compliance for distributed teams, cutting fees, cycle times, and risk.

Slice lands $25M Series A to modernize global equity compliance

Global equity sounds straightforward until you try to operate it across borders—then it becomes one of those “invisible” business systems that quietly drains time, budget, and leadership attention. Israeli startup Slice says it’s built to surface (and remove) that hidden complexity, and investors are now backing that thesis in a big way.​

Slice has raised $25 million in a Series A round led by Insight Partners, with participation from U.S. law firms Fenwick and Cooley LLP, alongside existing investors TLV Partners, R-Squared Ventures, and Jibe Ventures. With this round, the company’s total funding reaches $32 million.

From the Global Martech Alliance lens, this is more than a funding headline—it’s a signal that “infrastructure software” for global operations is being rebuilt for the distributed era. Equity management is increasingly a board-level topic because equity is no longer a niche perk for a single HQ jurisdiction; it’s a talent, retention, and culture lever used across markets. And as organizations scale across countries faster than their internal processes can mature, the back-office complexity becomes a growth limiter.

Slice’s framing is clear: it wants to do for global equity compensation what earlier waves of software did for payroll, salaries, and employee stock options—turning a fragmented, country-by-country process into a unified system. One of the founders, Yoel Amir, has described the core shift as centralizing what used to be jurisdiction-specific while accounting for each country’s legal frameworks and tax structures.​

The business model is also familiar for enterprise buyers: Slice operates as SaaS, with annual pricing based on company size and the complexity of the global equity structure. That’s important because it sets expectations around implementation (process change + system adoption), not just “a one-off service engagement.”​

Why global equity becomes “hidden complexity” at scale

Equity is often treated like a single program—issue grants, track vesting, handle exercises, report what’s needed. That mental model works when the company is largely domestic. But once teams are distributed across multiple countries, equity administration turns into a cross-functional workflow spanning finance, legal, payroll, HR operations, and external advisors—each working from different tools, timelines, and compliance assumptions.

This is where the hidden complexity lives: the gaps between departments and the gaps between jurisdictions. A multinational company might be trying to answer seemingly basic questions like:

• What tax and reporting obligations exist for equity grants in each country?
• What happens if an employee relocates mid-vesting period?
• How do we coordinate withholding, payroll treatment, and reporting triggers correctly?
• Which parts can be standardized globally, and which must remain local?

According to Amir, the underlying issue is that every jurisdiction has different tax conditions and regulatory requirements, which forces companies into fragmented approaches. Historically, companies leaned heavily on local legal and accounting consultants in each country—often expensive, slow, and difficult to keep consistent across markets.​

Slice says it now operates in around 60 countries and plans to expand coverage to 100 within the next year. That scale matters because global equity isn’t a “set it once” problem; it’s dynamic. When rules shift (or interpretations change), companies don’t just need information—they need operational readiness: updated workflows, updated reporting logic, updated employee comms, and updated finance procedures.​

In practice, many organizations manage equity with a patchwork: cap table tools + spreadsheets + email-based approvals + local counsel for edge cases. Slice’s pitch is that this patchwork creates risk and inefficiency simply to maintain baseline compliance. In other words, it’s not only about doing equity “better”—it’s about doing equity safely without multiplying headcount, vendors, and manual work.​

And there’s a strategic consequence here that leaders don’t always admit out loud: when equity becomes too hard to administer in certain countries, companies may limit equity grants in those jurisdictions altogether. Calcalist notes that many companies face a trade-off between regulatory risk and limiting equity grants in certain jurisdictions. That’s a talent strategy problem disguised as compliance.​

Slice’s approach: compliance-first, automation-heavy, SaaS-native

Slice’s core bet is that global equity can be systematized if you treat each country as a “model” with rules, tax treatments, and workflows—and keep that model continuously updated. Amir says Slice built infrastructure and a data model for each country and developed “agents” that continuously scan regulatory changes, ingest data into the system, and keep it updated.​

On the product side, Slice positions itself as covering the full equity lifecycle rather than acting as a static system of record. In the PRNewswire announcement, Slice describes “agentic workflows” that integrate into existing finance and HR platforms, applying multi-jurisdiction tax and legal rules directly into the workflow. The messaging matters: it suggests Slice isn’t only storing equity data; it’s attempting to operationalize compliance and execution (approvals, audit trails, cross-functional coordination, and readiness for liquidity events).​

Calcalist similarly reports that Slice aims to replace a patchwork of global accounting and legal services and manual equity tools with a single automated platform that manages the full equity lifecycle—cap table administration, share/option grants, exercises, tax reporting, compliance, and coordination across legal, finance, payroll, and HR, including preparation for liquidity events such as secondary transactions, acquisitions, or IPOs. That’s a broad scope, which is exactly what global teams want—if (and only if) the system is accurate enough to trust.​

That “accuracy bar” is the critical part. Amir has argued that the SaaS model still works here precisely because the required level of accuracy is extremely high; a system handling taxes and legal compliance cannot tolerate errors. He also cautions against relying on generic large language models in this domain because the cost of being wrong is too high. From a modern enterprise-software standpoint, that’s a grounded perspective: automation can be powerful, but compliance requires verification, auditability, and repeatability—especially when outcomes impact employee taxes and corporate risk.​

Slice also makes concrete performance claims. The company says it reduces equity operations cycle times by about 60% and cuts outside counsel fees across jurisdictions by about 80%. Calcalist likewise reports reductions of roughly 80% in legal consulting costs and ~60% in equity-related operational cycle time. Even if those numbers vary by customer complexity, they point to where the ROI is coming from: less external dependency, fewer manual handoffs, and faster execution.

Adoption signals are also strong. Calcalist reports the platform is used by more than 100 organizations, including names such as Wiz, Wayve, Aidoc, Orca, Silverfort, VAST Data, Aqua Security, Cyera, Optimove, Guesty, and Upwind. The same report states that collectively Slice customers represent more than $100 billion in enterprise value and distribute equity to over 70,000 employees worldwide. PRNewswire also highlights adoption by global companies including unicorns such as Wiz, VAST, and Wayve.

Finally, the funding use is aligned with what you’d expect at Series A: the company says the new capital will be used to deepen its AI-native compliance infrastructure, expand product and engineering, and scale go-to-market worldwide.​

What this means for finance, HR, and operations teams

At Global Martech Alliance, we often talk about “stack complexity” in the context of marketing and customer experience. But global equity is a parallel story happening in the CFO stack: tools proliferate, data fragments, workflows span multiple systems, and compliance becomes the constraint.

If you’re a CFO, finance leader, Head of People Ops, or legal operations owner evaluating a global equity platform, the real question isn’t “Can this tool track vesting?”—most systems can. The question is whether the platform can reduce operational risk while accelerating execution across jurisdictions.

Here are the practical evaluation lenses that matter in a compliance-first domain like this:

• System trust and auditability: Can your finance and legal teams trace how the platform reached a compliance decision, and can they prove it later during audits or due diligence?
• Workflow controls: Are approvals, audit trails, and cross-functional handoffs built in (not bolted on), especially across finance, legal, HR, and payroll? Slice explicitly positions workflow execution with controls (approvals and audit trails) as a core capability.​
• Coverage depth vs. coverage count: “60 countries” is impressive, but what matters is how deep the logic goes inside each jurisdiction and how quickly it stays updated; Slice says it operates in around 60 countries and plans to reach 100 within the next year.​
• Liquidity readiness: Equity complexity spikes during secondary transactions, acquisitions, and IPO readiness; Slice highlights liquidity readiness and proceeds distribution support.​
• Reduction of external dependence: If the platform genuinely reduces outside counsel fees and cycle times, the savings compound every quarter. Slice reports ~80% reduction in outside counsel fees and ~60% reduction in equity ops cycle times.​

Operationally, global equity touches employee experience too. Equity is emotional: it represents ownership, belonging, and long-term upside. When the underlying administration is slow, unclear, or inconsistent across geographies, employees don’t just lose time—they lose confidence. That can affect retention and employer brand, particularly for senior hires who weigh equity heavily.

This is also where “compliance-first automation” becomes a competitive advantage in hiring. If your company can grant equity broadly, confidently, and consistently across markets, you can recruit from a global talent pool without adding friction at the offer stage.

Company background and the road ahead

Slice’s founding team is designed for a domain where legal nuance and product execution must coexist. Calcalist reports the company was founded in 2023 by Maor Levran (CEO), a lawyer with ~15 years of experience at leading Israeli law firms; Yoel Amir (CPO), previously an AI product manager at Google and Salesforce; and Samuel Amar (CTO), a former officer in an elite IDF intelligence unit with more than six years of service. The same report says Slice employs around 30 people across Israel and the U.S.​

From a category standpoint, the opportunity Slice is chasing is large because the underlying trend is durable: distributed work isn’t a temporary phase, and global hiring is now normal for many venture-backed and enterprise organizations. PRNewswire captures the broader thesis in plain terms: equity has become global by default, but the infrastructure has not kept up, leaving teams stitching together local tax rules, legal requirements, payroll coordination, and outdated tools.​

That gap creates room for a new kind of platform: not just record-keeping, but active workflow execution—software that can “run” equity operations with compliance built into the process. Slice is explicitly positioning itself as that compliance-first infrastructure layer.​

For buyers, the next 12–18 months will likely be about proof: how well these systems handle edge cases (employee mobility, multi-country reporting triggers, withholding requirements), how safely they integrate with core HR and finance systems, and how confidently leadership can rely on automation without increasing risk. Slice’s own messaging emphasizes that you cannot tolerate errors in a system that handles taxes and legal compliance.​

For the market, this round is another sign that the enterprise software cycle is moving toward “agentic” and automation-led workflows—but only where the outcomes are verifiable, controlled, and compliant. Slice’s growth story will be shaped by how effectively it can balance speed with certainty, especially as it expands coverage from ~60 countries toward 100.​

If you’re building a modern operating stack for global teams, equity infrastructure belongs on the same roadmap as payroll, HRIS, spend management, and security—because it directly impacts hiring flexibility, compliance posture, and the employee ownership narrative. Slice’s Series A is a strong indicator that this layer is finally being rebuilt as a first-class system rather than an afterthought.