TOM seeks to help 250 million people by creating and scaling extremely affordable solutions to neglected needs of people with disabilities, the elderly and other disempowered communities. It is a nonprofit venture that inspires and supports a global movement of communities dedicated to its vision. By 2018 TOM has operated in 18 countries and was recognized in Forbes Magazine as one of 15 tech companies to watch in 2018. TOM was launched in 2014 in Israel. Our R&D team is anchored at Impact Labs, Israel's leading makerspace, which we launched with WeWork.

Impact Labs is Israel's a state-of-the-arts makerspace located at WeWork HaZerem in South Tel-Aviv. It is Israel's leading space for hardware innovation and a national and global center for innovation in assistive technologies, specifically for people with disabilities. It also serves as the R&D center of TOM. Impact Labs is currently operated by Print3D.

Reut USA supports the creation and scaling of innovative solutions to big social problems by the Reut Group, primarily in the United States. As President, I am responsible for its strategic direction and for the development of its investments into ventures that are significantly impactful and properly capitalized. Key current efforts include TOM, the Z3 Movement about world Jewry and Israel.

An Israeli leadership and strategy group, creating and scaling innovative solutions to social problems through the use of powerful tools of research and strategy and design and technology to tackle some of the toughest challenges facing humanity, the Jewish People and Israel. Reut is also committed to formative personal and professional experiences for its staff toward leadership positions.

Flexigidity is a highly innovative book both in terms of content and structure. Flexigidity offers a unique, systemic bird's eye perspective on the secret sauce of Jewish resilience, prosperity and leadership, emanating from the manner in which the Jewish People blends old and new, innovation and tradition, flexibilities and rigidities, hence Flexigidity. Its final section highlights the makings of transformative Jewish leadership.

As Reut President, I led the founding of XLN in order to propel Israeli society to the frontier of the 3D printing and self-manufacturing revolution by leveraging the capacities of schools, community centers and libraries to address the needs of disabled and elderly, local entrepreneurs and small businesses, to support local maker communities around Israel and for education across all ages (K-grey). In April 2014 XLN became a b-corp within Reut Mountain Movers LTD.

The Firewall initiative of the Reut Institute pioneered the response to the challenge of the antisemitism and de-legitimization of Israel. This effort dates back to late 2006-09, when Reut pioneered the response to this challenge through seminal works. Later, in 2014-15, Reut added an additional technological platform.

The Model for Local Transformations comprehensively lays out the 10-year process - inputs, activities, outputs, outcomes and effects - essential for driving local transformations on the communal, urban or regional levels, which emanate from high and inclusive growth. This Model has been piloted in the city of Tsfat and in the Western Galilee region since 2010, and is expected to be scaled across Israel as of 2016. The Model for Local Transformations emanated from the ISRAEL 15 Vision, which calls for Israel to become one of the fifteen leading nations in terms of quality of life (see below). This vision mandates that a national leapfrog will only emerge out of a confluence of multiple local leapfrogs, and that growth must be inclusive in order to be sustainable. These insights shaped our work in Tsfat and the Western Galilee, in partnership with UJA Federation of NY and Raya Strauss Ben Dror, respectively, as well as with the Russell Berrie Foundation.

This phase of our work on the ISRAEL 15 Vision (11/06-3/09) focused on designing and promoting a national framework for leapfrogging Israel into the fifteen most developed nations. It uniquely brought international best practices to create a cohesive vision and strategy for Israel. Then, as of 3/08 we set to change the social and economic discourse in Israel, and partnered with TheMarker to do so. Our joint creation was the Israel 2021 Conference, held in 1/11, to mobilize the serving elite of Israel to serve the ISRAEL 15 Vision. This conference was a huge success.

I initiated and co-founded Yesodot Group in 2002 as a group of young activists in order to reform Israel’s under-performing electoral system (yesodot means foundations). Guided by my experience in the Bureau of the Prime Minister and by my research at the Harvard Kennedy School of Government, Yesodot was created upon my return to Israel. My friends and I embraced and created an innovative agenda around the idea of ‘direct appointment’ of the head of the winning party as Prime Minister, which challenged much bigger institutions in its field. Our ideas were then rejected, yet have been generally accepted since. Yesodot ceased to operate as a group in 2004, when we realized that there was no ripeness for change. Nonetheless, I have remained involved and active in various efforts to reform Israel’s electoral system, and believe that our ideas will one day become Israel’s law.

I dedicated my year as a Wexner Israel Fellow and Mid-Career MPA for the research and articulation of strategies to realize the ISRAEL 15 Vision, which I co-authored a few years before. All my classes and work were dedicated to different aspects of this research, which were distilled into a comprehensive document, that later inspired my work serving the ISRAEL 15 Vision at the Reut Institute.

The 2000 Camp David Summit in July 2000 among President Clinton, Prime Minister Barak and Chairman Arafat, and their respective delegations, may be once-in-a-lifetime event, which I participated in as Secretary of the Israeli Delegation at the age of 30. Other highlights of this dramatic period included the back-channel in Sweden (5/00), the Clinton Ideas (12/00) and the Taba Talks (1/01). Working under Israel’s Chief Negotiator in the Office and then Bureau of the Prime Minister of Israel, my 18-hour working days were filled with participating in and staffing negotiations sessions with the Palestinians, overseeing the coherent formulation of the agreement, liaising with the White House and US State Department, as well as occasionally with the Egyptian and Jordanian delegations, and helping to orchestrate the back-office policy planning work in Israel.

ECF - then a small NGO that made history with its pioneering work bw Israel and the Palestinians, Jordan and Egypt - was my first job after military service (with 50% pay cut). My responsibilities there offered me the opportunity got to participate in the most sophisticated back-channel negotiations, track-two diplomacy and non-governmental policy-planning work, which often shaped the positions and policies of multiple successive Israeli Government. The highlight of my work in the ECF was the assignment to prep Israel for anticipated negotiations with the PLO, then assumed to take place as of 2000. I staffed and orchestrated an extensive effort of multiple working groups and dozens of experts who articulated Israel’s political, security and economic interests and designed creative ideas for future negotiations. Thus, I became an expert on all outstanding issues bw IL and the Palestinians including the political framework of the Two-State Solution, and the issues of security, economics and water, territorial arrangements and borders and refugees. Related track-two negotiations took place in Israel and the Palestinian Authority, Egypt, Jordan and across Europe, and turned me into an expert in the IL-PL political process. Eventually, these negotiations happened as of 8/99, culminating in the Camp David Summit of 7/00, and I became the Secretary of the Israeli Delegation in the Office and then Bureau of the PM, playing a key role in them. Another highlight was the EPS Model: A Framework for Israeli-Palestinian Economic Relations in Permanent Status (11/98), which was also designed through intense track-two negotiations, and later embraced by the GOI. Earlier hitherto (7/95-12/96) I had the responsibility of orchestrating the Israeli contingent in eleven working groups of Israelis, Jordanians and Palestinians who worked to effectuate the economic agreements that had recently been signed between Israel, the PLO and Jordan.

In 2015 Taglit Birthright Israel is the biggest and most important project of the Jewish People, having taken nearly 500,000 participants for a 10-day visit designed to strengthen their Jewish identity and connection to Israel. It is growing at +40,000 people per year. In September 1995 I founded the 5-person team of volunteers, which took the Birthright vision of Dr. Yossi Beilin, then articulated in a short pamphlet, and turned it into a plan, which is executed until today. In March 1997, our Israeli team was matched with a NYC-based team of McKinsey people, who became our partners in designing Birthright until the project was ready to receive philanthropic investments and Israeli government funding. Our role ended in March 1999 when Birthright became a full-scale operation with paid staff. Shortly thereafter the GOI partnered with Birthright, and in the summer of 1999 the first few buses of Birthright participants began to travel Israel. Nowadays, as many as 1,000 buses with 50,000 participants from all over the world visit Israel on 10-days-long Taglit trips, which roughly follow the model our team designed between 19995-1999.

This exercise brought together 60 leaders from across Israeli society. We were challenged to imagine Israel's future, and three of us - Raya Strauss Ben Dror, David Brodet and myself - created the ISRAEL 15 Vision, which called for inclusive prosperity for all Israelis. That vision later inspired my work at the Harvard KSG and within the Reut Institute.