Co-authored by Noam Levi, Founder & CEO of WiserSpread, and Mina Rozenshine, Managing Partner – Executive Recruiting and HR Consulting at DK Recruiting LLC.
Fifteen years ago, our paths crossed when Mina worked with Noam’s wife; Mina was relocated from the Israeli office of a company to the US, and Esti, Noam’s wife, was part of the US office and welcomed Mina with open arms and helped her settle into her new position.
What began as a professional introduction quickly evolved into something more meaningful. We discovered we were kindred spirits in many ways — both builders at heart, with a desire to do things differently and better.
Over the years, we developed a habit of regular check-ins, discussing our work, our visions, and where we were heading professionally. Our connection transcended business; we know each other’s families, and our relationship has grown deeper with time. We were both part of a thriving Israeli community in the Bay Area, our native language is Hebrew, and we come from the same culture. We even found common ground in unexpected areas, like our mutual veganism, reflecting aligned perspectives beyond just professional interests.
As our careers developed — Noam founding WiserSpread and Mina joining Digital Knack as a partner — we realized we were in the same boat, facing similar challenges despite being at different stages of our entrepreneurial journeys. Having someone who understands both where you come from and where you’re going creates a bond that’s invaluable, especially when navigating the complexities of entrepreneurship in a new country.
From Employee to Entrepreneur: Our Transition Stories
Our journeys from employees to entrepreneurs were driven by different circumstances, but they share fundamental motivations.
For Noam, despite being a reliable and capable employee, something was always missing. “I liked some of the companies I worked at, and even found the products interesting, but I never felt a deep passion for the work,” he reflects. This lingering feeling pushed him to explore what truly motivated him — the desire to be his own boss, pursue financial freedom, build something meaningful, lead a team, and shape a culture reflecting his own values. Ultimately, he wanted the chance to do things differently…to do them his way.
Mina’s transition had two catalysts. First came the opportunity to partner with colleagues at Digital Knack. After working with them for six years and knowing they shared the same values — integrity, deep listening, and strong work ethic — the opportunity to join the partnership emerged naturally when one of the founding partners retired. The second motivation was a craving for flexibility and the chance to work with a wider range of people, industries, and businesses. She wanted to apply her experience in new ways, collaborate with different audiences, and have the freedom to shape her own path. “I love the work I do. Being a People leader has shaped both my professional and personal growth, and I’m grateful for the people I’ve met and the lessons I’ve learned along the way. It felt like the right time for a shift — to step outside my comfort zone and think more intentionally about the next decade of my career and where I want to make an impact,” Mina says.
Cultural Adjustments: Israel vs. U.S. Business Environments
Moving from the Israeli business environment to the American one required significant adaptation for both of us, revealing stark differences between the two cultures.
On a practical level, starting and running a business in the U.S. is considerably easier than in Israel, particularly regarding bureaucracy. Incorporating a company in the U.S. can often be done online in under an hour; in Israel, you might find yourself navigating multiple government offices, manually filing paperwork, and waiting several weeks for approvals — even just to open a basic business bank account. But the more profound adjustments were cultural. Israeli communication tends to be direct — sometimes brutally so. Things said in an Israeli meeting might raise eyebrows in an American context, requiring a more diplomatic approach while maintaining authenticity For example, it’s not uncommon in Israel for someone in a meeting to say flat out, “This idea won’t work,” or “You’re wasting your time,” whereas in the U.S., people tend to wrap criticism in softer language, like, “That’s an interesting perspective, but have you considered…?”
The approach to business processes also differs dramatically. The Israeli style is often immediate, reactive, and instinct-driven, while American business culture emphasizes strategy, structure, and long-term planning. This methodical approach takes getting used to, but brings its own advantages.
Even the market dynamics create a different mindset. The sheer size of the U.S. market — the U.S. population is roughly 33.5 times larger than Israel’s population, and the U.S. GDP is roughly 50 times larger than Israel’s — means there’s room for everyone, fostering more collaboration and less of the scarcity mentality that can emerge in smaller markets like Israel’s.
Growing up in Israel, we consumed American culture through movies, television, products, and business trends, creating an illusion of understanding. But the reality revealed countless nuances — undertones, unspoken rules, and communication styles that required careful learning. Even after 15 years in the Bay Area, mastering these subtleties remains an ongoing process.
“Early in my career, I was in a meeting with a U.S.-based executive team, presenting a hiring strategy. I laid out the challenges directly, explained the risks, and proposed a solution. To me, this was a clear, efficient way to communicate — address the problem head-on and move to action,” Mina says. But she was surprised by a colleague’s feedback: next time, soften the delivery. “I was surprised. In Israel, being direct is expected; it signals confidence and competence. But in this setting, I had unknowingly disrupted an unspoken norm — one that values framing challenges in a way that feels collaborative rather than confrontational.” For Mina, that moment was a turning point. It made her realize that cultural understanding isn’t just about speaking the same language or knowing the business landscape — it’s about grasping the invisible rules that shape interactions.
Perhaps the most significant adjustment was around pace. Coming from a culture that values speed and immediate results — the “move fast and break things” mentality — learning patience was challenging. For example, in Israel, we’re used to wrapping up partnership discussions in a matter of days: a quick call, maybe one meeting, a handshake, and we’re off to the races. In the U.S., we found that partnership conversations often stretch across multiple weeks, sometimes months, involving several rounds of internal reviews, legal consultations, and cross-departmental alignment before moving forward. The American approach often values being methodical, thoughtful, and inclusive. It’s not just about getting things done; it’s about how you get them done. Learning to plant seeds, give things time, and trust the process represents a fundamental shift from the Israeli business mindset.
What Israeli Companies Need to Know When Expanding to the U.S.
Israeli companies face unique challenges when expanding to the American market, particularly around differences in organizational scaling and talent acquisition.
The Israeli startup mentality — “we run through walls” — serves companies well in their early stages but doesn’t always translate to building sustainable organizations. There isn’t even a direct Hebrew word for “scale” or “scalability” — it can be explained, but isn’t embedded in the cultural mindset the way it is in American business thinking.
This difference manifests clearly in approaches to hiring. In the U.S., recruitment isn’t just about filling a function — it’s about long-term thinking. Leadership roles are particularly critical; you’re not only hiring an individual but shaping the quality of your entire team. A strong leader attracts high performers; a mediocre one may bring in more mediocrity.
When Israeli founders look to hire their first U.S.-based leaders — whether in go-to-market, customer success, or implementation — there’s often a bias toward candidates from big-name companies. Investors frequently push for these hires, believing they bring credibility and experience. However, these seemingly impressive hires often don’t succeed.
Why? Because startups operate in a fundamentally different environment. They have different budgets, resources, and — most importantly — require different skill sets. Building from scratch, wearing multiple hats, and thriving in ambiguity is very different from maintaining or scaling an already-established company.
“I’ve seen this play out multiple times: an Israeli startup raises a significant funding round and decides it’s time to bring in U.S.-based leadership — often hiring an executive from a well-known, established company,” Mina reflects. “On paper, it makes sense. This person has impressive credentials, managed large teams, and worked at a respected brand. But within months, cracks start to show.”
One company Mina worked with hired a VP of Sales from a Fortune 500 company to build out its U.S. go-to-market strategy. He came in with a playbook full of structured processes, forecasting models, and operational rigor that had worked at scale. But there was a problem: The startup wasn’t at scale. It didn’t have brand recognition, an established sales pipeline, or even product-market fit in the U.S. And instead of rolling up his sleeves to test and iterate, he expected a fully resourced team and existing demand. Within a year, he was gone, and the company was left scrambling to rebuild.
This is a common pattern. Executives from large corporations often struggle in startups because they’re used to optimizing systems, not creating them from scratch. Israeli founders — known for their scrappiness and speed — sometimes assume that bringing in a “big company” hire will automatically level up their operations. But unless that person has the adaptability and startup mindset to match, the results can be costly.
Hiring is never an exact science, but thorough preparation — clarifying what you’re hiring for, why, and what success looks like in the first one to two years — significantly improves outcomes. Even then, mistakes will happen. Finding the right leadership often takes 12-18 months, meaning the third or fourth hire might be the right person. Having the right structure to learn from each hire and improve as you go is what ultimately sets companies up for success.
Bridging Cultural Gaps While Maintaining Identity
Adapting to American business culture doesn’t mean abandoning your Israeli identity — it’s about leveraging the strengths of both worlds while navigating the differences effectively.
One crucial lesson is leading with respect. Israeli founders sometimes approach the U.S. market with a “we know better” mindset, dismissing American business practices as naive or overly polite. This attitude fails to recognize that the U.S. is home to the world’s largest economy and some of its most successful companies. There’s much to learn here, and humility goes a long way.
A telling example is how Israeli companies often treat vendors — as providers who should give the best price, regardless of whether it allows for profit. American business philosophy differs significantly. U.S. companies generally want their vendors and partners to succeed and be profitable — understanding that if your vendor is thriving, you can rely on them, grow with them, and build a long-term relationship. This mindset shift is critical, not about abandoning Israeli drive or boldness, but adapting in ways that build trust and open doors. “In Israel, it’s all about squeezing the deal to the last shekel,” Noam says. “But in the U.S., I quickly realized that smart companies think bigger: they’re playing the long game. If your partner is profitable, they’re invested in your success too.”
Being Israeli isn’t something to change or hide. It’s about understanding the environment you’re operating in and learning to work effectively within it. One of the most common mistakes is assuming that familiar ways of working will translate seamlessly to the U.S. market. Culture profoundly influences business — from relationship building to communicating expectations to decision-making processes. The key isn’t compromising your core identity but surrounding yourself with people who share your values and can help navigate cultural differences.
At the end of the day, companies are built by people. The more intentional you are about hiring and integrating your team, the stronger your foundation will be.
Why Now Is The Time for Israeli Companies To Find The Right U.S. Partnerships To Scale
People naturally trust those who understand their background, speak their language, and share their experiences. This is why working with professionals who are Israeli — or shaped by that culture — but also deeply understand the U.S. market creates a unique advantage.
We offer the best of both worlds: understanding the pace, boldness, and resourcefulness of the Israeli startup spirit while knowing how to operate, communicate, and build trust in the American business environment. This cultural fluency can make the difference between hitting a wall and building a successful path forward.
With more than a decade of experience building and growing companies in both environments, we bring a distinctive blend of perspectives. We combine the fast-moving, get-it-done Israeli startup mentality with a deep appreciation for the scalable, process-driven approach essential for long-term success in the U.S. market. This combination helps clients move quickly — but with clarity, structure, and staying power.
Our backgrounds in HR, operations, and consulting for startups give us firsthand understanding of the nuances of hiring in fast-moving, resource-constrained environments. We’ve lived the challenges from both sides and can help bridge the gap between Israeli innovation and American business practices.
Our approach focuses on learning and improving at every stage. We partner with companies to build strategies tailored to their unique businesses, help structure processes that allow for iteration and improvement, and leverage our networks to bring in the right talent. Building successful teams is a long game, but with the right foundation, companies set themselves up for sustainable growth.
Expanding into the U.S. is an exciting step that doesn’t have to be lonely or overwhelming. Israeli companies thrive on boldness, resilience, and innovation — but even the strongest teams benefit from having the right support system in place.
Building a team, hiring the right people, and setting up operations in a new market come with challenges, but they are also opportunities to grow in ways that strengthen — not dilute — your company’s identity. The right partnerships don’t just help you avoid missteps; they give you the confidence to move forward with clarity, knowing you have experienced allies who understand both where you come from and where you’re headed.
Now is the time to surround yourself with people who can translate your vision into action without compromising what makes your company unique. With the right partnership, you’re not just scaling; you’re setting yourself up to lead, thrive, and create lasting impact.
Co-authored by Mina Rozenshine and Noam Levi
