Business Consulting for Hi-Tech Companies
Financial, marketing, and operational expertise for innovative tech companies.
Building a tech company in Israel is exciting, but scaling a complex product - deeptech, medtech, cyber, hardware, defense tech, or climate tech - without a clear business plan leads to wasted time and money, misaligned teams, and missed opportunities. Alexander Slutsker brings hands-on expertise in financial analysis, marketing strategy, and operational management to help founders and executives turn technical potential into sustainable business growth.
What Clients Say
Real people, real results
Arty McLabin
GameReady
International Game Development College
Anna
Cosmetician
After finishing my cosmetology course I had no idea how to open a business. Since I reached out to Mobius, everything changed. We built an organized plan with clear steps. Today I see results and grow every single month.
Mark
Massage Therapist
When I finished my massage course I imagined a different world. The field was harder than expected. When I came to Mobius, something changed. We built a business plan together. Without Mobius I probably would have given up. Today I believe in myself.
Dan Manto
Eclipse Capital
Real Estate Investments, USA
Arty McLabin
GameReady
International Game Development College
Anna
Cosmetician
After finishing my cosmetology course I had no idea how to open a business. Since I reached out to Mobius, everything changed. We built an organized plan with clear steps. Today I see results and grow every single month.
Mark
Massage Therapist
When I finished my massage course I imagined a different world. The field was harder than expected. When I came to Mobius, something changed. We built a business plan together. Without Mobius I probably would have given up. Today I believe in myself.
Dan Manto
Eclipse Capital
Real Estate Investments, USA
Arty McLabin
GameReady
International Game Development College
Anna
Cosmetician
After finishing my cosmetology course I had no idea how to open a business. Since I reached out to Mobius, everything changed. We built an organized plan with clear steps. Today I see results and grow every single month.
Do These Challenges Sound Familiar?
We have a strong product but no clear plan for how to launch and sell it in the market (go-to-market strategy).
Our company is spending money faster than we are earning (burn rate) and we are not sure if we earn more from each customer than it costs to acquire them (unit economics).
We need to prepare for our next investment round (Series A, Series B) but lack materials that investors will find compelling.
Our team is growing quickly and our internal processes are falling behind, causing inefficiencies and confusion.
We struggle to turn our technical capabilities into a clear business story that resonates with customers and investors.
What's Included?
Market Launch Planning (Go-to-Market Strategy)
Market analysis, competitive positioning, and pricing strategy tailored to your specific technology and customer base - using expertise in marketing and business strategy.
Financial Modeling and Business Metrics
Build financial models showing how the business will grow, analyze how fast the company spends its money (burn rate), and determine whether each customer generates more value than it costs to acquire them (unit economics).
Investment Round Preparation (Fundraising)
Review pitch decks, build financial projections, develop business plans, and prepare for the detailed review investors conduct before investing (due diligence) - from first funding through later rounds (Series A, Series B).
Building Systems for Fast Growth (Operational Scaling)
Design processes and team structures that allow the company to grow quickly without losing speed or focus on the product - drawing on hands-on operational management experience.
Ongoing Business Accompaniment
Regular weekly or biweekly sessions to review progress, solve challenges, and keep your business strategy aligned with your product roadmap - covering strategy, finances, marketing, and operations.
Who Is This For?
Frequently asked questions
Our tech team moves fast but business priorities are unclear. Can you help?
Yes, this is a common gap in Israeli hi-tech, especially in pre-Series-A and post-Series-A teams. Engineering speed without business clarity ships features no customer asked for and creates technical debt with no commercial reward. We bring a structure that translates strategic decisions into a quarterly product and engineering plan, with named owners, success criteria, and a stop-list of work that should not happen. We work directly with the CEO, the CTO, and product, so engineering velocity gets pointed at the few outcomes that actually move the company forward, not at internal politics or leftover roadmap items.
Can you work with product, sales, and leadership together?
Yes, and the work is most effective when those three are in the room. Product alone optimises for what the team can build. Sales alone optimises for what is easiest to sell next quarter. Leadership alone optimises for the next investor conversation. We facilitate sessions where the three sides bring their actual constraints and priorities, surface the disagreements that usually go unspoken, and close on shared decisions with explicit ownership. The result is fewer meetings, less internal friction, and a quarter where product, sales, and leadership are working on aligned outcomes instead of three competing versions of the company strategy.
How is this different from generic startup consulting?
Generic startup consulting tends to optimise for the deck and the next round. Hi-tech consulting at this depth optimises for the quarter and the system that produces predictable results across quarters. We work inside operating reality: how engineering capacity is allocated, how product decisions are made, what sales is actually closing, where the funnel breaks, and how leadership communicates priorities to a team that compiles every day. Investor narrative comes out of that work, not before it. The deliverables are decisions, written ownership, and operating cadences, not slide templates or theoretical playbooks copied from another market.