From Profit to Purpose: How I Built a Lifeline in 3 Days

The massacre that occurred on October 7th in Israel wasn’t just a headline to me;  it was a personal tragedy that echoed through my life as an Israeli-American, a Jew, and a Business Owner. The news tore through my family and community, bringing not just grief, but a call to action that I couldn’t ignore.

As reports of the vicious assault flooded in, so did the distressing realization that people I knew were affected, including a dear friend and member of my team in Kfar Aza. 

This tragedy shook me to the core, and the reality that Israeli soldiers, my son’s age, as well as members of my immediate family, were on the front lines without basic necessities like medical supplies and clothing was a wake-up call. It was a moment that demanded more than sympathy—it required immediate action. So, I tapped into my operational expertise and extensive network to formulate a plan. This wasn’t just about offering help; it was about structuring a lifeline for those in immediate need. 

Developing a Response System

The logistical hurdles on their own were immense. Requests started flooding in immediately, and I had to establish a streamlined intake system. This involved creating a platform for collecting and categorizing the needs of many units and individuals. Given the scale and urgency, this system had to be both robust and agile, capable of quickly adapting to the changing demands in the field, while maintaining strict standards of data security.

Sourcing Equipment and Suppliers

My next focus shifted to sourcing the necessary equipment, a challenge intensified by my lack of experience with military and medical equipment specs, procurement, safety requirements, and export legalities. These are fields most people spend a career mastering, but I had just 3 days to grasp it all.

This high-stakes, urgent situation was unlike any of my previous business ventures; however, it mirrored the early days of a startup— starting from scratch, improvising with available resources, and bringing order to chaos, with very limited resources.

Fundraising and Financial Management

In a crisis, effective fundraising and financial management are crucial. This involves more than just raising funds; it’s about rapidly and sustainably mobilizing resources.

By partnering with a 501(c)3 organization, I enabled tax-deductible donations from day one, enhancing donor appeal. The strategy wasn’t single-source reliant; I used various channels like online crowdfunding, donation appeals, and direct donor purchases. This approach diversified funding sources, reducing risk and expanding resource inflow.

With limited funds and extensive demand, every dollar had to be stretched to a maximum. This meant negotiating with suppliers for the best rates and ensuring resources were used as efficiently as possible. To build and maintain trust while reinforcing donor confidence in our operation, we offered complete transparency and accountability, including providing donors with updates on how funds were used and the impact they were having.

Transporting Equipment

The transportation of essential equipment to Israel required dynamic logistical solutions, especially amid extensive cargo delays and flight cancellations. Navigating the stringent security and regulatory requirements for exporting and importing military-grade equipment was one of our primary challenges. 

Lacking initial contact with the IDF administration, we turned to our connections within the US military and the Department of Defense. Their insights were crucial for ensuring safety and compliance. By forming these strategic alliances and accessing US Military-approved suppliers, we ensured adherence to similar military standards, helping us avoid the very costly mistakes other organizations were making.

Mobilizing Volunteers

Our plans and processes relied heavily on the human element to come to life, and that’s where volunteers played a significant role. Breaking away from traditional business norms of concealing vulnerabilities, we openly shared the urgent needs of the mission.  This candid approach resonated within the community, drawing an overwhelming response of people eager to contribute their time, skills, and energy.

But it wasn’t just about rallying support; our focus was on harnessing talent. Building such a complex operation required more than sheer numbers – it needed quality interactions and professional abilities. So, we didn’t assign tasks randomly – we took the time to understand each volunteer’s unique strengths, strategically placing them in roles where they could make the most impact.

Sustaining the Momentum

As the immediate aftermath of the attack began to fade in the public eye, the challenge shifted from immediate response to sustaining momentum. The ongoing needs were and still are critical, but without the initial surge of attention, maintaining support required a strategic approach to marketing and growth.

Recognizing the power of branding, we rallied a team of volunteers skilled in digital marketing and design. We built an online presence, including a website and social media profiles, which became crucial in keeping the public informed and engaged with our ongoing efforts. 

To broaden our reach, we engaged the services of a public relations firm. Media exposure was instrumental in keeping the mission in the public consciousness and for attracting new supporters.

Most importantly, I tapped into my existing networks, using every meeting, event, and interaction as an opportunity to advocate for our cause. By sharing our mission with colleagues and acquaintances, I was able to garner additional support and resources from people who I already had an established level of trust.

Moving forward

As the situation evolves, so must we; keeping our messaging, communication, and fundraising efforts in step with the evolving landscape. This adaptability isn’t just about responding to change—it’s about anticipating it. By staying agile and responsive, we ensure our actions are not only relevant today but also preemptively aligned with future developments.

Final Thoughts

This story is about more than just starting a relief operation; it’s a powerful testament to the strength of community when faced with adversity. It reminds us that in our most challenging moments, the power to make a difference lies in our collective will and efforts. Our work goes beyond providing aid; it’s about fostering a deep sense of unity and purpose, resonating beyond this tragedy – professionally, personally, and socially, and creating a lasting impact that will stay with us in the years to come.

Small businesses make up 99.9% of U.S. businesses and are a crucial part of the nation’s economy. In 2022, a whopping 92% of all small businesses were owned by members of Generation-X and the Baby Boomer generation, according to research from Guidant Financial.

If you, like me, are a small-business owner in their mid-40s to mid-50s, you are a part of a very special generation of business owners. Our generation witnessed and was a part of two major revolutions: the digital revolution and the mobile revolution. We vividly remember the days before the internet, email and cell phones—the days of dial-up modems, bulletin board systems (BBSs), textual internet relay chat (IRC) chat servers and floppy disks. We were there when “brick” cell phones were first introduced; when the first digital cameras popped up; when mobile phones began to have the ability to email and text; and when software moved from expensive servers and desktops to the cloud.

Those are only a few of the incredible technologies that we personally experienced changing before our eyes. Some of us took an active role in their creation.

As a young manager, I worked for a long-forgotten Israeli tech startup that invented what is known today as Wi-Fi. I flew all over the world, installing antennas and programming networking devices.

I also worked for another Israeli tech startup that created the very foundation of the Voice over Internet Protocol (VoIP) we know today. As a young sales engineer, I met with big telco executives, trying to convince them that “plain old telephone service” (POTS) telephony was in the past and that this was the future. They had a very hard time hearing this from a 20-something-year-old, but it was true.

Fast forward to 2023, years into a major pandemic. Businesses changed and transformed. The workplace, too, moved to the cloud. Remote work became a standard.

Over the past seven years, my team and I have helped transform, grow and scale nearly 100 businesses. And the No. 1 lesson I’ve learned? Business owners should change their mindset constantly or risk getting left behind.

What used to be the standard of how things were done may no longer be relevant. “This is how we’ve always done it” could be a business’s worst enemy.

Let’s talk about some examples.

The future of sales is heavily reliant on networking, social media and building a personal brand. Gone are the days of cold calling and emailing as primary means of reaching out to potential clients. Today’s consumers typically do their research beforehand and expect businesses to have an online presence and a strong reputation.

Creating helpful content is crucial in the modern business landscape. By providing valuable information and resources, business owners can establish themselves as thought leaders in their field and gain the trust of potential clients.

Similarly to the sales landscape, the workforce landscape has also changed dramatically. Employees have discovered alternative ways to make a living, found creative ways to monetize and capitalize on their assets and talents and become less dependent on traditional employers and old-school employment models.

And employers?

They either adapted or got left behind.

The traditional employer-employee relationship for people in my generation typically meant that business owners felt some kind of possessive claim over their employees. But times have changed. In my experience, many of today’s workers value flexibility and autonomy. As a result, many employers have begun to adopt more progressive employment practices, such as offering flexible or remote work schedules and allowing employees to pursue outside projects.

Employers who recognize the fact that they do not own their employees but rather pay for the time they invest in their businesses can benefit from a multitude of options that are now available to them.

One such option is the use of fractional professionals who work on a part-time or project basis for multiple clients. (Full disclosure: I am the founder and CEO of a fractional leadership practice.) While fractional services have been around for some time, they were previously limited by geography. Business owners were often hesitant to hire fractional professionals due to a perceived lack of control over the resource.

The fractional professional model enables business owners to hire experts that may have been previously beyond their reach due to financial or other constraints. By utilizing the expertise of fractional professionals on an as-needed basis, employers can benefit from valuable experience and knowledge without committing to a full-time employee.

When searching for the ideal fractional professional to join your organization, you should include the following important factors in your evaluation.

1. Personal compatibility and style: It’s important to choose a fractional professional who vibes well with your personality, communication style and expectations. You will be working very closely with the person; making sure you get along well is critical.

2. Expertise: The partner you are about to choose for your business should be able to demonstrate how they’ve done this before and what knowledge they have that is relevant to your business and challenges. In some cases, specific industry or vertical expertise is necessary, but not always. Fractional leaders are typically exposed to a wide variety of business challenges and are often able to quickly adapt their knowledge across industries.

3. Practice structure: Consider whether the person you are evaluating is a solo practitioner or part of a firm. In some cases, fractional leadership firms and practices may be able to offer additional services or support that an individual may not. An individual, on the other hand, may be more focused on your specific industry or niche or may have more flexibility.

4. Pricing structure or model: In evaluating fractional executives, business owners should try to estimate the level of engagement that their challenges may require in order to set aside the appropriate budget. It’s important to select a pricing structure that aligns with your budget and business needs. Paying an hourly or project-based fee may give you commitment-free flexibility, but hiring someone on a flat retainer guarantees you a longer-term commitment.

If you are a business owner of my generation, try to remember how the business world has (and our lives have) evolved during our lifetime.

These memories should serve as a reminder that change is inevitable and that keeping an open mind can be the key to growth. By remaining adaptable and flexible, you can position your business for ongoing success in an ever-changing landscape.