Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Lizzy: Becoming an entrepreneur didn’t feel like a leap. It felt like an honest continuation of who I’ve always been. If anything, I’m surprised it didn’t happen earlier. I’ve always moved a little off the expected path. I expedited my college degree, took military leave in the middle of it, and made choices that didn’t line up neatly on paper but made sense to me. I’ve never been particularly good at waiting for permission or for things to feel perfectly timed. I first moved to Israel in 2013 to serve, and then again in 2019. When I moved in 2019, I didn’t know a single person professionally. No network, no shortcuts. I had to build relationships from scratch and figure things out as I went. That experience taught me how capable I actually am when there’s nothing to fall back on. In 2024, I served in the military reserves. When I returned, my fund pulled out of Israel the same week I was named to Forbes 30 Under 30. You would think that combination would make someone feel shaky. I didn’t. I felt clear. I felt powerful. It reminded me that I wasn’t dependent on any one structure or outcome. I had the opportunity to chase the things I cared about again, and I chose to take it.
I’ve failed enough times that it doesn’t scare me anymore. Failure has become familiar. It’s usually the signal that something is about to change or grow, even if it doesn’t feel that way in the moment. Every time something has fallen apart, I’ve had to get sharper, more honest, and more self-reliant. That’s what brought me here. I don’t see setbacks as detours. I see them as moments where you get to decide, very deliberately, what you’re going to build next.
Adam: How did you come up with your business idea? What advice do you have for others on how to come up with great ideas?
Lizzy: I didn’t come up with the idea by sitting around trying to invent something new. It came from paying attention to what wasn’t working and being unwilling to accept that as normal. I kept noticing how many capable, successful people were spending their time managing friction. Not big dramatic problems, but constant small ones. Decisions, follow-ups, logistics, things that quietly drain energy. The gap wasn’t a lack of solutions. It was a lack of continuity, ownership, and long-term thinking.
What matters more than the idea, though, is movement. Ideas are everywhere. Momentum is not. I’ve always believed that clarity comes from doing, not waiting. You don’t get the “perfect” idea in advance. You earn it by taking action, testing things in the real world, and letting reality push back. My advice is to stop waiting for the idea that feels complete. Start with something that feels unfinished but necessary. Build, ship, learn, and adjust. The people who make progress aren’t the ones with the best ideas. They’re the ones who keep moving forward long enough for the idea to become good.
Adam: How did you know your business idea was worth pursuing? What advice do you have on how to best test a business idea?
Lizzy: I knew it was worth pursuing because people didn’t just say it was interesting. They changed their behavior. They followed up. They asked when they could start. They trusted me with real parts of their lives. That shift from curiosity to commitment is hard to miss once you’ve seen it. I didn’t overanalyze it. I made it real quickly. I charged for it, delivered it myself, and paid close attention to what people actually used, what they came back for, and what they ignored. That told me far more than surveys or hypotheticals ever could.
The best way to test an idea is to put it in the world before it feels ready. Charge for it. Be involved enough to feel where it breaks. Let people disappoint you and surprise you. Reality is the most honest feedback loop you’ll ever get. If you wait until something feels safe or perfect, you’re no longer testing an idea. You’re avoiding it.
Adam: What are your best sales and marketing tips?
Lizzy: I pay attention to behavior, not interest. People saying something is “cool” means very little. People following up, paying, introducing me to others, or trusting me with something real tells you exactly what’s working. Be creative. If your competitors have bigger budgets, don’t try to outspend them. Focus on effectiveness. Invert the problem. Ask where attention is being wasted and do the opposite. Some of the best growth comes from doing fewer things exceptionally well rather than many things loudly.
Underpromise and then deliver. Trust compounds faster than any campaign. Most marketing problems are actually delivery problems. And don’t disappear. Be responsive. Be direct. Be human. People buy from people they trust to show up and follow through, especially when it’s inconvenient. Sales and marketing don’t have to be flashy. They just have to be clear, creative, and consistent.
Adam: What are the biggest misconceptions about starting a business and being an entrepreneur?
Lizzy: That it’s sexy and glamorous.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Lizzy: First, believe in yourself. Second, treat yourself like an athlete – get your reps in. Train hard, compete, pick yourself up quickly from your losses, celebrate your wins for a day, and protect your energy Third, treat people kindly – employees, ecosystem partners, brand partners. Define what kind is for yourself and execute against it. It’s not another person’s interpretation of it; it’s holding yourself accountable to a standard.
Adam: Who are the best leaders you have been around and what did you learn from them? What do you believe are the key characteristics of a great leader?
Lizzy: The best leaders I’ve been around genuinely cared about the people around them. They understood that there’s a big difference between managing work and leading people. Managing is about tasks, timelines, and output. Leading is about responsibility. It’s about recognizing that people don’t show up as just their job title. They bring their whole lives with them, whether you acknowledge it or not. What always stood out to me was how attentive those leaders were. They noticed when something felt off. They checked in before problems escalated. They didn’t treat care as a weakness or something separate from performance.
To me, great leaders are clear and steady. They set high standards, they don’t avoid hard conversations, and they don’t disappear when things get uncomfortable. They take responsibility for the environment they create. I’ve learned that people do their best work when they feel trusted and respected, not tightly managed. Caring about the whole person isn’t soft. It’s actually what makes strong, sustainable leadership possible.
Adam: What is the single best piece of advice you have ever received?
Lizzy: Play your hand, not the one you wish you had.
Adam: Is there anything else you would like to share?
Lizzy: Take what you’re building seriously, but don’t confuse seriousness with rigidity. Most of the meaningful progress in my life has come from staying in motion, even when things felt unfinished or uncomfortable. You don’t need perfect clarity to move forward. You need honesty, momentum, and the willingness to adjust when reality gives you new information. And take responsibility for the people your work touches. Whether you’re building a company, leading a team, or serving a community, trust is fragile. Treat it that way. Everything else tends to sort itself out.
