Improving how teams work together at Lightricks
Lightricks is the AI company behind Facetune and LTX Studio. Founded in 2013 in Jerusalem, they build AI tools for visual content creation and serve over 6.6 million monthly subscribers. In 2025, with 500 employees across three countries, they moved to Linear to improve cross-team collaboration.
Companies collect software tools the way people collect browser tabs, adopting a new one anytime there’s a fresh need. But each tool brings its own vocabulary and logic. An Epic in Jira is kind of like a Board in Monday, which is sort of like... wait, is it a List in Trello? This invites a couple of challenges.
When leaders need to see the full picture, they have to translate between tools, usually in a franken-spreadsheet of exports. It’s not uncommon for this translation exercise (more commonly known as quarterly planning) to only happen a few times a year. By the time you understand the state of your business, the state has already changed.
And when teams need to work together, they’re constantly context-switching between systems and manually keeping each other informed instead of having shared visibility.
Lightricks felt both challenges acutely as their team grew to 500 people split across 3 countries. To tackle it they made improving cross-team collaboration and centralized information a priority.
Agreeing to a pilot despite the skepticism
“Here we go with another multi-system story.” That was Ezequiel Rutman’s response when James, a Director of Engineering, suggested Linear.
Ezequiel is a Director of Business Applications at Lightricks, so he’d seen the pattern countless times. Someone suggests a new tool that promises to consolidate everything, a small group runs a pilot, results underwhelm but a few teams like it, and the company ends up with yet another system layered onto the existing mess.
Despite his concerns, they agreed to a small proof of concept with Linear.
Learnings from the proof of concept
The proof of concept didn’t stay small for long. Within weeks, teams outside the initial group were asking to join. “It was like a boom,” said Ezequiel. “I had extremely good feedback.”
What made Linear different came down to two things. People actually wanted to use it, which meant the resistance that had plagued Jira and Monday adoptions simply wasn’t there. And Linear didn’t require elaborate infrastructure to get started, which meant teams could focus on their work instead of wrestling with configuration. You could add people and they’d be productive immediately.
It helped that Yaron Inger, Lightricks’s CTO and co-founder, noticed the momentum and started pressing for a full migration. He wanted timelines, deadlines, a plan to shut down the old systems entirely. For once, consolidation looked like it might actually work.
Deciding to give it a shot
Migrating from Jira turned out to be straightforward. Linear’s import tools and two-way syncs let teams handle the migration themselves, and Ezequiel simply gave people their own API keys to get started.
The transition from Jira to Linear was the smoothest thing ever
The migration gave Lightricks a chance to start clean. With Monday, teams had built their own structures and workflows over time, and that freedom had created chaos. This time, Ezequiel’s team established some foundational standards before anyone could start inventing their own systems. Teams request what they need, and IT configures it.
It might sound restrictive, but the effect is the opposite. When everyone works in their own invented system, silos form and collaboration becomes nearly impossible. A shared structure and vocabulary means teams can actually see what each other are working on.
From Slack threads to Linear issues
Like many companies, Slack is where Lightricks collaborates. It’s the hub where work happens, and the old setup meant that work stayed trapped there until someone manually ferried it into whichever project management tool their team used.
Linear Asks and the Linear Agent changed that. Teams can surface bugs, create issues, and track progress without leaving Slack. Those conversations get structured into Linear automatically as actionable tasks.
“Linear Asks solved so many issues that we’ve been carrying for so long,” Ezequiel says. It brought teams together, gave them a shared language, and made it easier to actually collaborate. That has a direct impact on what they ship and the experience their customers get.
Most companies accept the friction as inevitable. The spreadsheets, the manual logging, the constant translation between systems. But friction quietly compounds. What starts as a minor tax on collaboration eventually becomes the thing that prevents it entirely.