I'm the person founders call before the decisions that can't be undone.
Part coach, part advisor, I'm embedded with founders and their leadership teams when the pressure is real and the answers aren't obvious.
Let's talk →
Part coach, part advisor, I'm embedded with founders and their leadership teams when the pressure is real and the answers aren't obvious.
Let's talk →
Every founder is dealing with a version of:
The inbox that never empties. The decision you announced, then went back on a week later. The investor that won't leave you alone. The person on your team who's become a problem that everyone's avoiding. The 3am thoughts that always show up uninvited.
Most of the time, it's one of these:
That's usually when founders reach out.
I work with founders and their leadership teams as both a coach and advisor.
For founders, that usually means regular one-on-one sessions working through live decisions, blind spots, and the patterns that keep showing up in different forms.
For leadership teams, I'm building an honest picture of what's actually going on, who's aligned, where the real friction is, what's not being said in the room, and helping the team move through it.
Engagements run a minimum of three months. I build in continuity as I go, so things don't fall apart the week after I leave.
If you've watched Billions, Wendy Rhoades is probably the closest example of what I do — minus the hedge fund and extracurricular activities.
At a certain level, most damage is self-inflicted. My job is to help you see it before it compounds.
I work alongside you and your leadership team on an ongoing basis. Regular sessions with the founder and key executives, a clear read on where the real friction is, and a steady presence for the decisions that matter.
One-on-one work with a founder or executive. Focused on clarity, blind spots, and leading well under pressure. Built around real decisions you're navigating, not hypotheticals.
Periodic outside perspective for founders navigating a specific inflection point. A co-founder dynamic that's become a problem. A strategy shift the team isn't fully bought into. A major decision about where the business — or your role in it — is actually headed.
Tal Brodsky
I was part of the founding team at Thriver (formerly Platterz). I was there from day one through nearly a decade of building — hypergrowth across multiple markets, a pandemic that took us from $100M in revenue back to nearly zero, multiple pivots, a rebuild, and eventually an acquisition in 2024.
Beyond my official role overseeing everything on the revenue and customer-facing side of the business, I was the person founders and executives came to when something wasn't being said and needed to be. I realized that the hardest part of building a business isn't the pressure itself. It's having nowhere honest to take it. Nobody in the company you could fully open up to without being judged.
That part of the job, it turns out, is what I always wanted to do.
More about me →"I came to Tal running on adrenaline and completely burned out. He helped me see the real cost of that, and reclaim a presence that's made me more effective while doing less."
"Tal helped me zoom out of operator tunnel vision and see why I was solving the same fires over and over, even though I thought I was moving fast."
"Tal helped me break a pattern of avoidance with a few key people on my team that had been holding us back. I now give feedback clearly and confidently, without losing sleep beforehand."
Trusted by CEOs and Founders
Most of the people I work with are at one of a handful of moments:
That's what I'm here for. I start with a short working session and offer a chance to think clearly together before either of us commits to anything.
Start a conversation →