Some food for thought.

Editor’s Note: This article was written on October 19, 2026, ahead of Israel's Knesset election on October 27 and the U.S. midterm elections on November 3. Market figures reflect research available at the time of writing. Genesis BH is nonpartisan and takes no position on any party or candidate. Our aim is to help members think clearly about markets, not to comment on politics.

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In the space of eight days, two of the democracies that matter most to our members go to the polls. Israelis vote for the 26th Knesset on October 27, and Americans head to the midterms on November 3. For an investor community that lives between Miami and Tel Aviv, that is a lot of headlines, a lot of opinions and, understandably, a lot of questions. The most common one we hear: Should I be doing something with my investments before the votes are counted? History offers a surprisingly calm answer. Elections move markets, but rarely in the way the noise suggests, and almost never for as long as the noise lasts.

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Markets don't vote for a party. They vote for certainty.

Israel: the market prices the deadlock before the vote

This year's Knesset election is unusual on its own terms. It is the first time since 1988 that a Knesset has served its full four-year term, and official results are expected around November 4. Polls describe a race too close to call. The Tel Aviv Stock Exchange's own research unit recently looked at the ten Israeli elections since 2003 and found a clear pattern:

• • Before inconclusive elections, the TA-125 index fell by an average of about 5.3% over the preceding three months.
• • Before elections that produced a stable government, the decline averaged just 0.2%.
• • Within roughly five months after the vote, returns in the two scenarios were almost identical.

In other words, the market does its worrying in advance. Local stocks slipped in early October and underperformed global markets, which TASE economists read as investors bracing for a possible stalemate and even another round of voting. By election day, much of that risk is already in the price.

Longer-term research points the same way. Studies covering more than 60 years of Israeli elections have found that stock returns were, on average, higher in the period after elections than before them. And Israel's market has shown remarkable resilience through far bigger shocks than a ballot: in the Hebrew year that just ended, the TA-35 gained roughly 40%, well ahead of the S&P 500.

Israeli investors also have a particular reason not to over-read political drama. Since 1999 the country has held more than ten general elections, including four in two years. Many local market veterans have long argued that the economy, led by its private and tech sectors, responds more to global markets, inflation and interest-rate decisions than to who sits in the Prime Minister's office.

The U.S. midterms: a weak year, then a strong one

On the American side, the pattern is just as well documented, and it has a twist.

• • Midterm years have historically been the weakest of the four-year presidential cycle. BlackRock's analysis puts average midterm-year gains in the single digits, below both presidential-election years and non-election years.
• • The 12 months after a midterm have been the strongest. Since 1874, the S&P 500 has risen in the year following 32 of the last 38 midterm elections, gaining about 14% on average.
• • The turn often comes early. Markets have historically begun to rally around a month before Election Day, as polling gives investors a clearer sense of the likely outcome.

2026 has already broken the mold somewhat. Fidelity notes that U.S. stocks have held up this year despite worries about oil prices, tariffs and possible rate hikes. That is a useful reminder: the election calendar is one input, not a forecast. As Fidelity's strategists put it in plain terms, elections have been a supplementary driver of returns, not the core one.

Where elections actually matter

None of this means elections are irrelevant. They matter most not to the index, but to specific corners of a portfolio:

• • Policy-sensitive sectors. Defense, energy, healthcare, financials and real estate can all react to expected shifts in budgets, regulation or taxation.
• • Currency. For investors holding assets in both shekels and dollars, political uncertainty often shows up first in the exchange rate. A move in the shekel can matter as much to your real return as a move in the stock itself.
• • Fiscal direction. Coalition agreements in Jerusalem and the balance of power in Washington shape deficits, defense spending and tax policy, which in turn shape interest rates.
• • Deal timing. In private markets, some investors and founders prefer to wait until after a vote to sign. That can create short pauses in deal flow, and sometimes better entry points for those who are prepared.

A practical playbook for election season

• 1. Don't trade the headlines. The data in both countries suggests that the pre-election dip and the post-election recovery tend to cancel out within months. Selling into the noise often means locking in the worst part of the cycle.
• 2. Separate politics from policy. Ask what would actually change for a business or asset you hold, not which candidate you prefer.
• 3. Review your currency exposure. Cross-border investors should know how much of their portfolio is effectively a bet on the shekel-dollar rate.
• 4. Think in 12-month windows, not election nights. Historically, the year after the vote has been where the opportunity shows up.
• 5. Keep some dry powder. Volatility is uncomfortable, but for patient investors it is also where valuations become more attractive.
• 6. Talk it through. Elections are a natural moment to revisit allocation and goals with your advisors, calmly and on your own timeline.

For founders comparing offers, the more useful questions tend to come after the valuation discussion: what the investor has done for other companies, whom they are willing to introduce, and whether they know the market well enough to say when an idea is not working. The amount on the check shows how long a company can keep going. The investor’s experience and relationships help decide whether it is going in the right direction. (copy)

The Genesis view

Our members sit at the intersection of two economies that have repeatedly shown they can absorb political turbulence and keep growing. Israel's innovation engine and America's depth of capital don't switch off on election day. The ballot box will decide who governs. It is far less likely to decide how your portfolio performs over the next five or ten years. That still comes down to the quality of the opportunities you choose, the discipline you bring and the partners you invest alongside. Genesis BH connects high-net-worth investors with curated opportunities across the U.S. and Israel. To learn more about membership, visit www.GenesisBH.net.

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This article is for general information only and does not constitute investment, tax or legal advice. Past performance is not a guarantee of future results. Please consult your own professional advisors before making investment decisions.

Editor’s Note: The company examples in this post reflect what each team shared with Genesis members at the time of the session, and both are still developing.

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When a startup shuts down, the post-mortem usually says the same thing: it ran out of money. CB Insights analyzed 431 venture-backed companies that shut down since 2023, and among those where the cause could be identified, 70 percent ran out of capital. Its analysts describe that as the final cause rather than the root problem. Forty-three percent had never found enough customers who wanted the product, 29 percent launched at the wrong time, and 19 percent could not make the economics of each sale work, with many companies citing more than one reason. Together, the 431 companies had raised $17.5 billion before they closed.

That pattern changes what an investor is worth to a company. If a shortage of money is usually the symptom, an investor who supplies only money is treating the symptom. What a struggling company more often needs is an investor who has seen the market before and can say whether it is real, who can introduce it to customers and partners, and whose involvement gives other people a reason to take it seriously. CB Insights also found that among the 206 companies with tracked business relationships, partnership activity dropped 44 percent in the final year compared with the year before, which is consistent with a company whose network is thinning out as it struggles.

Academic research points the same way. Researchers at Stanford, MIT, and Dartmouth studied what happened when new airline routes made it easier for venture investors to visit the startups they had backed. Startups whose investors could visit more easily produced more innovation and were more likely to reach a successful exit, such as a public listing or a sale of the company. Because the new routes were unrelated to the quality of the startups, the researchers could separate the effect of involvement from the effect of simply picking strong companies. A separate study in the same journal found that companies backed by better-networked venture firms, meaning firms with stronger relationships with other investors, were significantly more likely to survive to their next round of funding and to reach an exit. Both studies looked at venture capital firms, and both describe what an investor’s time and relationships can do for a young company.

That is the model Genesis is built around. Genesis describes its work as identifying promising companies in Israel and other countries and leading them into new markets, bringing human or financial capital and helping them scale profitably in the United States and beyond. Its members are described as industry leaders and entrepreneurs, which means the experience on offer comes from people who have built and run companies themselves. Two recent examples show how that looks in practice.

Boson Energy turns non-recyclable waste into hydrogen, and the company is evaluating locations in the United States. Genesis introduced the team to an advisor based in New Jersey who can help explore landfill and utility authority sites, and the next steps are identifying specific sites and setting up a U.S. entity. Biomicroscience, a medical device company developing technology for cardiovascular and neurosurgical procedures, is moving into first-in-human trials in Israel and at three U.S. hospitals, and Genesis is working to connect the team with strategic partners in cardiology and neurosurgery. Neither introduction is just a check. Each is a door the company would otherwise have to find on its own.

The same pattern shows up in the room. In a recent session with a pharmaceutical compounding company, members raised questions about how the FDA’s evolving stance on peptide categories could change the size of the company’s market and about the practical side of delivering peptides in auto-injector pens. Those are questions a company is better off hearing early, from people who know the terrain. Members who want to go further can join due diligence sessions hosted by co-founders Amiel Aviman and Ranny Yarom, where a company is examined in more detail.

For founders comparing offers, the more useful questions tend to come after the valuation discussion: what the investor has done for other companies, whom they are willing to introduce, and whether they know the market well enough to say when an idea is not working. The amount on the check shows how long a company can keep going. The investor’s experience and relationships help decide whether it is going in the right direction.

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Genesis is an invitation-only investment and social club with chapters in Miami, New York/New Jersey, and Los Angeles. For Israeli startups interested in the U.S. market, contact info@genesisbh.net.

Editor’s Note: Ranny Yarom is Co-Founder and Managing Partner of Genesis Business Humanity and Co-Founder of the Genesis Friends for Life Foundation. This profile covers both sides of his work: the Israeli companies he brings into the Genesis network, and the foundation he leads on the ground in Israel.

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Ranny Yarom spent more than twenty years in the Israel Defense Forces and retired as a colonel. Today he is a Co-Founder and Managing Partner of Genesis Business Humanity, and he leads all Genesis activity in Israel, on both the business side and the humanitarian side.

Yarom and Amiel Aviman founded Genesis as technology and social entrepreneurs who believed that business and humanitarian work should be pursued together. The first company in the group was the Genesis Business Humanity Club, a private, invitation-only network of business and philanthropic leaders. Genesis describes its business as identifying promising companies in Israel and other countries and leading them into new markets, bringing human or financial capital and helping them scale profitably in the U.S. and beyond.

On the business side, Ranny is the Genesis leader working directly with those Israeli companies, ensuring seamless integration with the American team and managing the contacts who support Genesis portfolio companies with home operations in Israel.

The humanitarian side centers on the Genesis Friends for Life Foundation, a U.S. nonprofit created in 2023 to support Israeli orphans, widows, children, and families affected by the October 7 attacks. Since then, Ranny has led the foundation’s projects on the ground in Israel, working with community leaders and the IDF so that resources go directly to those most affected, including families near the Gaza border. The foundation’s Memorial Gala in Miami, first held on October 26, 2023, less than three weeks after the attacks, nearly doubled its attendance in its second year.

In April 2024, the foundation launched Genesis Friends for Life Israel, an Israeli nonprofit organization, and Ranny is one of its co-founders. The aim is long-term support rather than one-time aid. The foundation says it wants to identify orphans, follow them, and support them into adulthood, including career opportunities in Israel’s tech sector, from internships to jobs. Its Doron Grant for Life program funds education, counseling, and essential support services for families who have lost loved ones, and the Israeli organization partners with Bayit Cham, a mental health rehabilitation nonprofit, so that orphans have access to mental health support.

Speaking as a father, he said at the launch that he was honored to bring together business leaders, government leaders, academics, and volunteers on the ground in Israel behind the effort. He has described the aim as helping affected children and families recover and build futures of their own. The two sides of Genesis meet in that goal, because the Israeli tech sector where the foundation hopes to open career paths for orphans is the same sector where Genesis members back companies. In 2025, the foundation announced plans to bring 100 orphans and their guardians to the opening ceremonies of the Maccabiah Games in Israel, an international Jewish sporting event. Ranny made it clear that supporting the Games honors Jewish perseverance while caring for those who are grieving, and that both efforts reflect who Genesis is.

He is also one of the producers of One Sabbath in Sderot, a twelve-minute documentary directed by Omer Bar-Sadeh about a family in the Israeli city of Sderot that lost a husband and father on October 7. The film premiered at the foundation’s Memorial Gala in Miami in November 2024, where Ranny and the Genesis team invited and honored the widow and her four children in person.

For prospective members and partners meeting Genesis for the first time, it helps to know who leads its work in Israel, on the business side and on the humanitarian side. Now you do.

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Genesis is an invitation-only investment and social club with chapters in Miami, New York/New Jersey, and Los Angeles. For Israeli startups interested in the U.S. market, contact info@genesisbh.net.

Editor’s Note: Most people reading this have already been invited to join something. A board. A fund. A club. This piece is for anyone who has said yes often enough to know the difference between a room full of people and a room that actually works.

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The best opportunities in business have never been public. They do not appear on deal boards or open pitch nights. They surface in rooms where the people sitting across from each other have already built something, already proven something, and trust each other enough to share what they are seeing before anyone else sees it.

That is what Genesis is. Not a wider network. A deeper one. An invitation-only community of accomplished business leaders, entrepreneurs, and investors who have already succeeded and now want access to the kind of opportunities and relationships that exist only when the room is right. And the room matters more than most people realize. Curated, intimate settings close deals at nearly double the rate of standard networking events. In a world overflowing with connections, the scarcest resource is not another introduction. It is trust. Genesis exists because a small group of leaders understood that and decided to build around it.

The result is a community that sits at the intersection of American enterprise and Israeli innovation, and the scale of what that intersection represents is worth understanding. Israel is ranked third globally as a startup ecosystem, home to over 7,200 active technology companies, and its startups raised over $12 billion in private funding in a single year. Genesis gives its members a direct, curated line into that world, surfacing companies in medical technology, AI, pharmaceutical infrastructure, cybersecurity, and defense long before they reach the broader market.

Through the Star of Genesis platform, members sit across from the founders themselves. In one recent session, a member heard a pharmaceutical compounding CEO describe a 52,000 square foot facility projecting $150 million in annual revenue, positioned in a GLP-1 market heading toward $200 billion by 2030. In the same sitting, a publicly traded biotech CEO presented the first oral drug clinically shown to reduce suicidal ideation. These are not hypothetical. They are live rounds with real financials, and Genesis members had direct access to the founders presenting them, with follow-up due diligence sessions, detailed recap sheets, and a management team that answers questions personally. But if Genesis were only a deal pipeline, it would not hold the kind of people it holds. What keeps accomplished leaders in the room is everything around the pipeline. Genesis MedTech connects Israeli medical device companies with the American healthcare market. Genesis Digital provides global-level marketing and branding. Genesis Wellness brings health and longevity programming into the membership itself, because the people in this community understand that their most important asset is not in their portfolio. It's in shared values, and a community that sharpens every major aspect of life. And then there are the experiences. Holiday gatherings rooted in shared identity. Chapter events across Miami, New York and New Jersey, and a growing Los Angeles presence. An annual Gala that brings the full membership together featuring celebrity performances. Each one builds shared context between people who operate at a level where genuine peers are hard to find and a community of them is even harder.

Genesis is not for everyone, and that is by design. The membership is invitation-only. Nominations come from within the existing community, and acceptance reflects a standard that goes well beyond net worth. The members already in the room include serial entrepreneurs, institutional investors, attorneys, healthcare executives, technology founders, and philanthropists whose careers span industries and continents. What they share is a posture: generous with their time, serious about opportunity, and convinced that business at its best serves something larger than itself.

That shift is not unique to Genesis: the most important driver of success among affluent investors today is the ability to create happiness for others, a number that surged from 18% to 63% consensus in a single year. But Genesis is one of the few communities actually built around that shift.

The pipeline is active. The network is proven. The chapters are expanding. The real question is not whether Genesis has something to offer. It is whether you are the kind of leader this community was built for - someone who has already succeeded and is looking for the room where the next chapter of impact begins.

If that sounds familiar, the conversation starts with a single introduction.

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Genesis is an invitation-only investment and social club with chapters in Miami, New York/New Jersey, and Los Angeles. For Israeli startups interested in the U.S. market, contact info@genesisbh.net.

Editor’s Note: Genesis is an invitation-only investment and social club that bridges American enterprise and Israeli innovation. This letter explores how the organization brings business and philanthropy together, not as two separate activities, but as one.

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Most business communities keep their investment activity and their charitable work in separate rooms. There is the deal flow, and then, separately, there is the annual fundraiser. Genesis does not operate that way. From the beginning, the organization was built on a straightforward idea: the same people, the same relationships, and the same energy that drive investment decisions should also drive lasting meaningful impact. Business and humanity in the same room, on the same agenda, led by the same people.

That is not just a philosophy. It a practice that continually plays out in vividly at the annual Genesis Fundraising Gala, where the community comes together to raise funds for soldiers and victims of war. The event is not a formality or a side project. It is central to what Genesis is. The same members who spend their weeks evaluating deal flow and sitting across from high-potential founders spend that evening directing real resources toward people affected by conflict. There is no version of Genesis where the philanthropy is optional or ornamental. It is part of the membership, and the people who join understand that from the start.

The organization’s 501(c)(3) nonprofit, Genesis Friends for Life, also formalizes that commitment. FFL channels the collective influence, resources, and relationships of the membership toward causes that reflect what the community cares about most: leadership, service, innovation, and a deep connection to Israel.

That same principle shapes how Genesis approaches investing. The Star of Genesis platform regularly surfaces companies that are not just commercially promising but are solving problems that matter. A recent session featured a publicly traded biotechnology company developing the first oral drug clinically shown to reduce suicidal ideation, targeting a massive gap in psychiatric care for treatment-resistant depression and PTSD. Another session introduced a pharmaceutical compounding facility positioned in a GLP-1 market heading toward $200 billion by 2030, building infrastructure to make critical medications more accessible at scale. These are companies where the investment case and the human case point in the same direction. Genesis gravitates toward that overlap, and so do its members.

It also helps to understand who those members are. Jon Berger, recognized by Genesis specifically for his philanthropy and support of Israel. Cookie Falack, channeling decades of entrepreneurial experience into backing Israeli technologies that improve lives. Josh Spoont, building connections around opportunity, innovation, and causes that matter. Bruce Glasser, using a career’s worth of leadership to mentor the next generation of builders. These are people who have already succeeded financially and are now focused on making sure their time, capital, and relationships carry weight beyond a return.

That shift is not unique to Genesis: the most important driver of success among affluent investors today is the ability to create happiness for others, a number that surged from 18% to 63% consensus in a single year. But Genesis is one of the few communities actually built around that shift.

The chapters in Miami, New York and New Jersey, and the expanding Los Angeles presence each carry that same DNA. The events, from holiday gatherings to intimate dinners to Star of Genesis investment meetings, are not networking opportunities in the traditional sense. They are designed to build genuine trust between people who operate at a high level, so that when the moment comes to act, whether on an investment or a cause, the community can move together, quickly, with real conviction behind it.

That is what makes Genesis different from most organizations in this space. It is not a club that also does charity, or a fund that also hosts events. It is a community where those things were never separate to begin with. For leaders who want their business life and their sense of purpose to exist in the same room, Genesis is the room.

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Genesis is an invitation-only investment and social club with chapters in Miami, New York/New Jersey, and Los Angeles. For Israeli startups interested in the U.S. market, contact info@genesisbh.net.

Editor’s Note: This is a series by Genesis Business Humanity spotlighting the people behind Genesis. Those who make us who we are and are instrumental to all our successes and the impact we have made.

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Amiel D. Aviman graduated from Ben Gurion University at the age of fifteen with dual degrees in Sciences and Business and Marketing. That detail tells you most of what you need to know about the kind of person who would go on to co-found Genesis Business Humanity. He was never going to do one thing at a time, and he was never going to wait for the conventional timeline to tell him when he was ready.

Over the three decades that followed, Amiel built and sold companies across telecom, wireless networking, cloud infrastructure, SaaS, fintech, digital media, semiconductors, and precision agriculture. As a founder, investor, CEO, Chairman, and advisor, he drove more than $2 billion in cumulative sales. For twenty of those years, he was a pioneer in the global telecom market, building businesses in a sector where the technology moved fast and the relationships moved faster. The common thread across all of it was the same: find a market that matters, build something real inside it, and bring the right people together to make it work.

Genesis came from a realization that the most valuable thing Amiel had built over those thirty years was not any single company. It was the network around it. The investors, the founders, the operators, the advisors, the people who had been in enough rooms together to trust each other when it mattered. He saw that network as something worth formalizing, not as a Rolodex but as a living community where business relationships and a shared sense of purpose could exist in the same room. That is what Genesis became.

Today, alongside co-founder and Managing Partner Ranny Yarom, Amiel leads every layer of the Genesis operation. He oversees the Star of Genesis investment platform, where Israeli-founded companies present directly to the membership. He runs due diligence sessions with portfolio companies. He personally connects founders with the American investors, distribution partners, and advisors they need to enter the U.S. market. He helped launch Genesis MedTech to give Israeli medical device companies a structured commercial pathway into American healthcare. He helped build Genesis Digital to provide AI-powered marketing and branding to companies that need to reposition for an American audience. When a portfolio company needs an introduction, a strategic conversation, or a direct line to someone who can move things forward, that call usually goes through Amiel. But if you ask the people closest to Genesis what defines Ameil, the business record is usually not the first thing they mention. What comes up is the philanthropy. Amiel co-founded Genesis Friends for Life, the organization’s 501(c)(3) nonprofit, and later established Genesis Friends for Life Israel to provide direct support to orphans, widows, and families affected by the conflict. He and his wife Natasha host Shabbat dinners for Genesis members during the annual meeting. He leads the Genesis Gala, where the membership comes together to raise funds for soldiers and victims of war. These are not side projects or obligations. They are, by his own account, the reason Genesis exists at all. The name of the organization is Genesis Business Humanity, and Amiel has always insisted that the last word carries as much weight as the middle one.

One longtime colleague put it simply: Amiel is a leader who figured out earlier than most that business grows faster and lasts longer when it is focused on something beyond itself. That conviction is not something he arrived at after success. It is something he built Genesis around from the beginning, and it shapes every relationship, every investment, and every decision the organization makes today.

For prospective members and partners meeting Genesis for the first time, it helps to know who is on the other side of the table. Now you do. (copy)

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Genesis is an invitation-only investment and social club with chapters in Miami, New York/New Jersey, and Los Angeles. For Israeli startups interested in the U.S. market, contact info@genesisbh.net.

Positioning, relationships, regulatory navigation, distribution, and what it actually takes to build credibility on the other side of the Atlantic.

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Most Israeli startups come to the table without leading with what American investors actually want to see. In Israel, the product demo is the pitch. In the U.S., investors evaluate the market before they evaluate the technology. They want to see validated product-market fit, evidence of traction (revenue, LOIs, pilot results), a clear regulatory pathway, and proof that the U.S. is a real operating priority, not a flag-planted Delaware entity with a virtual mailing address. A founder who walks in leading with technical specs and patent counts is likely to lose the room. The pitch needs to open with the problem, the size of the market, why now, and what measurable evidence exists that customers are already responding. The technology supports that argument. It does not replace it.

Then there is the regulatory and distribution landscape, which is where Genesis has seen the most costly missteps. Israeli medtech and healthtech companies often arrive with CE marking or Israeli regulatory approval and assume the path to U.S. commercialization is a matter of paperwork. It is not. The FDA 510(k) clearance process alone requires identifying a valid predicate device, compiling performance data, and navigating a review timeline that can stretch six months or longer. For higher-risk devices, a Pre-Market Approval demands clinical trial data, manufacturing process documentation, and potentially a panel review, with costs reaching into the millions. Genesis MedTech supports portfolio companies through this process specifically because getting it wrong is not just expensive. It sets a company back by years.

And clearance is only the beginning. Selling a medical device into the American healthcare system means navigating a buying process that has no equivalent in Israel. Hospitals do not make purchasing decisions the way Israeli clinics do. Products go through value analysis committees that evaluate clinical evidence, economic justification, GPO and IDN contract status, and compatibility with existing systems. Getting onto a GPO contract or into an IDN formulary requires enterprise-level sales execution, health system targeting, and relationships with procurement leadership that take months or years to build. Israeli founders who plan to sell directly to clinicians the way they do at home will hit a wall they did not see coming. Genesis MedTech exists in large part because this wall kept showing up. We support partners in pulling resources together under the stewardship of industry veterans with this required regulatory knowledge and relationship channel.

The cultural gap compounds all of it. Israeli business culture rewards directness: fast decisions, blunt feedback, minimal formality. American business culture is more layered. Relationships are built before deals are discussed. Trust develops through repeated contact, shared introductions, and a demonstrated commitment to showing up consistently. A founder who flies into New York with a week of meetings expecting signed agreements by Friday will usually leave confused about why every conversation was warm but nothing moved forward. In America, a warm reception is the starting line, not the finish. The Star of Genesis platform was built around this reality. When an Israeli company presents to the Genesis membership, it enters a room of accomplished American investors and business leaders who already understand the Israel-U.S. corridor. The introductions that follow are not networking favors. They are real connections to capital, distribution, and commercial partnerships.

The U.S. market can be genuinely lucrative as an expansion step to overseas success, but the founders who make this crossing successfully all figure out the same thing early on: the American market is not a bigger version of the local one. It has its own regulatory gatekeepers, its own distribution infrastructure, its own expectations around traction and credibility, and its own pace for building trust. The ones who invest in understanding those systems, and who find the right partners to navigate them, are the ones who build something lasting here. Genesis has helped Israeli companies do this for years. For founders building something worth bringing to the American economy and looking for a guiding hand, the conversation is always open.

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Genesis is an invitation-only investment and social club with chapters in Miami, New York/New Jersey, and Los Angeles. For Israeli startups interested in the U.S. market, contact info@genesisbh.net.