Turn your company’s values into everyday decisions and behavior
We believe companies thrive when they enable people to succeed together. That’s why we work with leadership teams to connect business goals with shared values and build a culture that guides how people make decisions and work together every day, in calm waters and through storms.
Leader-Ship is the model. SOS is the method: Structure, Operations and Scale.
Where should we start?
Start with what your organization needs. Different formats can be combined along the way; there is no fixed sequence to complete.
Build a shared leadership language
Under pressure, teamwork changes. A keynote or workshop helps leadership teams explore how they work together, with shared language and practical questions. Explore workshops · Explore keynotes
Understand where to focus
The company is growing. Where should leadership focus? An organizational assessment explores strengths and gaps through participant responses. The report starts a discussion about context and priorities. Explore the assessment
Turn decisions into routines
The values are written down. Now connect them to decisions. Support for leadership teams turning values and insights into behaviors, ownership and working routines, with a way to review progress. Explore implementation
People, values and the way the organization works
The Leader-Ship model connects six components: values, behaviors and norms, culture, leadership and decision-making, corporate governance, and people working together. The SOS method examines each component through Structure, Operations and Scale, connecting the organizational picture to everyday work.
Explore the model and method
The experience behind the work
Noam Javits brings experience as an entrepreneur, CEO and co-founder, alongside command experience at sea. His story includes companies that grew and one that closed. His work with founders and leadership teams connects that experience to people, culture and decision-making.
About Noam and the story behind the model
The conversation I postponed, and the acquisition offer we lost
At one of the companies I led as CEO, we grew rapidly and received an acquisition offer worth many millions of dollars. But the salesperson’s transition into an ownership role remained unresolved. He had met the target we had agreed on, and I postponed the conversation about his place in the ownership structure. When the acquisition offer arrived, the gap in expectations became a dispute. As I recount in my book “יזמאות”, the buyer withdrew. I later sold the company for a much lower amount. Since then, I have understood that conversations about expectations, compensation and ownership need to happen while things are working, before the pressure arrives.
Ways to work together
Advisory & Mentoring
Support for founders, CEOs and leadership teams making decisions about strategy, people, culture and execution.
Workshops & Courses
Work together on the organizational picture, priorities and how values translate into everyday practice.
Keynotes
Shared language and practical questions about leadership, culture and entrepreneurship, drawing on experience at sea and in startups.
Organizational Implementation
Connect expected behavior, ownership and working routines, then review what happens in practice.
Contact
Phone: +972-54-8142030
16 Nissim Aloni, Tel-Aviv, Israel
© 2026 by Sink Or Scale
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