The thread connecting my career has always been helping people see possibilities — and then helping them build toward them.

The thread connecting my career has always been helping people see possibilities — and then helping them build toward them.

It shows up everywhere I’ve worked: in case competitions, in consulting, in ecosystem partnerships, in education, in entrepreneurship. The settings change. The instinct doesn’t.

It started with case competitions. I became a two-time world champion, competing internationally, and learned how to think clearly under pressure, communicate an idea, and build something strong with a team.

What mattered even more was what came next. I began coaching other students and have since mentored more than 50 competitors — helping them discover they were capable of more than they thought. That’s where I first learned that people develop most when they have to actually do something with what they know.

Coaching turned into a broader teaching practice — curriculum design, career-development programs, and facilitation. I kept noticing the same thing: people learn differently when they have to build, present, or decide, not just absorb.

That belief in experiential learning still runs through everything I design.

At EY, I worked in organizational transformation — helping large organizations navigate change. I did stakeholder research, change strategy, implementation and adoption work, including an engagement that touched roughly 30,000 people.

Consulting taught me how ideas move — or fail to move — through complex systems, and why the human side of change matters as much as the strategy.

Later I moved into technology ecosystems and alliances — building partnerships across global technology companies. It was cross-functional, relationship-driven work that sat between product, go-to-market, and strategy.

I saw firsthand what becomes possible when organizations collaborate: opportunities that none could build alone. That experience shaped how I think about partnerships as a lever for innovation.

I left to build CaseComp HQ — a platform reimagining case competitions as experiential learning systems, with AI-generated practice, analytics, and coaching. It brought together product building, education, AI, and entrepreneurship in one project.

Building it taught me how hard it is to turn an idea into something that works — and how rewarding it is when it does.

Now I’m based in Israel, completing the Sofaer Global MBA at Tel Aviv University. It’s the next chapter — a chance to go deeper into innovation strategy, partnerships, and human-centered technology in a place I care deeply about.

My Jewish life is part of this, not separate from it. Torah and community give me structure, meaning, and a language for understanding the world. They don’t compete with the professional work; they ground it.

Looking forward, I’m most interested in the intersection of innovation, partnerships, experiential learning, and emerging technology — especially AI that expands human capability rather than simply replacing work.

I want to keep bringing people, ideas and organizations together around meaningful problems, and helping turn possibilities into things that work.