Interview: More than a medium

I didn’t feel a burning need. I wasn’t even aware of my exceptional talent; I thought that everyone had the ability to foresee things. When I grew up and saw the reactions of those I was advising who repeatedly asked me ‘How do you know this?’ I didn’t have a logical answer to give them.

What is special about your work?

Three basic principles: a focused understanding of the person involved that precedes an understanding of the business; a look from above from a point that enables a farther and wider perspective; and my ability to tailor transmission of the message to the person in the best possible way for him/ her to absorb it.

Who are your clients?

I work with businesspeople, managers, entrepreneurs who want to expand and focus their activities. During the municipal elections of one of Israel’s major cities, someone from the campaign staff contacted me, and I ended up working with the mayoral candidate. It was really gratifying.

This isn’t a conventional profession, so how do people react when you tell them you’re a medium? At the beginning, it raised a lot of questions. But today, I work with senior businesspeople in Israel and London who see my abilities as an advantage that enables effective management of challenges and provides high financial value.

What interesting things happen in your work?

I had a client, a businessman and industrialist, who asked me for help in expanding his business. He had trouble starting out and began working with one van. After speaking with him, I identified excessive concern and fear in relation to his business. His fear of loss was apparent, and I understood that a plan was needed for starting out small and gradually growing without his noticing. After two years, he thanked me for the strength he received for growing.

In another situation, a banker in London had an important decision to make regarding negotiating. He asked for advice in the process, as he felt he couldn’t make a decision that wasn’t emotional. From speaking with him and understanding his personality and his emotional and passionate way of life, I realized that it was necessary for him to stop negotiations at once because the price of ‘being right’ was too high. Many mistakes in business are an expression of the manager’s or business owner’s bad relationship with the business.

A CEO asked me to do business consulting in his organization and invited me to a meeting at his office. After discussing his business with me, I reflected to him where exactly the energy drain was taking place and why communication breakdowns were occurring in all departments.

There was also a business owner in the field of devices who asked my advice after finding himself stuck with cash flow problems because of complex management of the business. After he described his business to me, I made him aware of another business that existed in his office, and I recommended developing this service to support cash flow. He immediately began the task, and today that business is operating.