How I Think
I'm skeptical of universal frameworks.
Economic models are useful until they meet reality. Reality includes geopolitics, human psychology, supply chain fragility, and the gap between what people say they'll do and what they actually do.
My approach starts with context: What are we actually trying to decide? What uncertainty can we reduce, and what do we have to accept? Where does the data agree, and where does it contradict itself?
At BDO Israel, I work on strategy and market analysis for large-scale energy and infrastructure projects.
The focus is understanding why markets behave the way they do—translating regulation, pricing mechanisms, demand dynamics, and asset behavior into analytical frameworks that support real decisions.
This means working with half-hourly electricity production data, tracking 8,000+ EV charging stations, identifying curtailment events and price anomalies, understanding operator behavior and market concentration.
It's not just modeling what might happen. It's understanding why it's happening.
Independently, I advise businesses on strategy and finance—helping founders and management teams structure decisions that don't fit standard templates.
This includes DCF valuation and scenario modeling for Israeli companies raising capital, multi-year financial projections with stress-testing for inflation and currency shifts, strategic decision frameworks when you can't test everything before committing, and trade-off analysis between short-term signals and long-term positioning.
Often working with Russian-speaking professionals navigating between different business cultures, regulatory environments, and decision-making frameworks.
I write publicly on Telegram as "The Anxious Economist."
It's where I explore patterns between consumer emotions, behavioral responses, and economic indicators. How uncertainty shapes markets. How scarcity drives behavior. How people make decisions when nothing feels stable.
The channel isn't polished. It's where unfinished thoughts go—the kind that don't fit into client presentations or formal analysis.
If you want to see how I think when I'm not building models, that's the place.
What This Looks Like in Practice
The format depends on what you're facing.
Sometimes it's building a financial model that needs to hold up under stress-testing—projections spanning decades, with scenarios for inflation shocks, currency fluctuations, or regulatory shifts you can't predict but need to prepare for.
Sometimes it's making sense of conflicting data sources.
Sometimes it's infrastructure analysis that requires both granular data and market intuition.
Quarterly oil price forecasting means reconciling reports from S&P, the Department of Energy, WoodMac, independent analysts—each with different assumptions about supply, demand, OPEC production.
The question isn't which source is "right." It's which disagreements matter for your decision.
Does it matter if S&P thinks Brent will be at $85 and DOE thinks $78? What's the difference in your business outcomes at those prices? What would need to be true for each scenario?
That's where the work happens—not in the forecast, but in understanding which uncertainties you need to reduce and which you can absorb.
Mapping 8,000 EV charging stations across Israel isn't just counting infrastructure.
It's understanding which operators are concentrating in which regions and why, where policy incentives create buildout and where gaps remain, how operator behavior differs between private/public and urban/rural contexts, and what the data says about actual usage versus installed capacity.
This kind of analysis sits between the numbers and the market dynamics. You need both to make sense of what's actually happening.
When working with Israeli founders preparing for fundraising, the model isn't just about hitting investor expectations.
It's about building projections that hold up when investors stress-test assumptions, scenario analysis for currency risk (USD/ILS volatility), sensitivity analysis showing which variables matter most, and understanding how valuation changes under different growth and margin scenarios.
The goal is to walk into fundraising conversations knowing what questions will be asked and having thought through the answers.
Not just "here's our forecast"—but "here's our forecast, here's why we believe it, and here's what changes if we're wrong about X, Y, or Z."
Who This Resonates With
This approach works for people who:
— Are making decisions where being wrong has real consequences
— Operate in environments where context shifts faster than models update
— Need someone who understands both the technical details and the human factors
— Are comfortable with nuance and uncomfortable with oversimplification
I work primarily with Russian-speaking professionals and organizations in Israel because there's a specific kind of complexity that comes from navigating between systems.
Between Russian business culture and Israeli business culture. Between different regulatory frameworks and expectations. Between languages that don't translate cleanly—not just words, but concepts.
This creates a particular set of decision-making challenges. You're constantly translating, adapting, weighing which framework applies in which context.
That's where this approach helps most—when you can't just apply a standard playbook because you're operating between playbooks.
This probably doesn't work if you're looking for:
— A single methodology that applies universally to every situation
— Certainty and definitive answers when the situation is inherently uncertain
— Recommendations without caveats or context
If you need someone to tell you "do exactly this and you'll get exactly that result"—that's not what this is.
This is for situations where the problem is genuinely complex, simple answers would be misleading, and you need someone who can work through ambiguity with you, not eliminate it with false confidence.
The Anxious Economist
I write publicly through a Telegram channel called The Anxious Economist.
It's a space for thinking about how economics and human anxiety intersect—how uncertainty shapes markets, how scarcity drives behavior, how people make decisions when nothing feels stable.
The channel isn't polished. It's where unfinished thoughts go—the kind that don't fit into client presentations or formal analysis.
Recent themes include consumer behavior under economic stress, how anxiety manifests in spending patterns, the gap between economic indicators and how people feel, and decision-making when every option feels risky.
If you want to see how I think when I'm not building a model, that's where to look.
Contact
If you're navigating something complex, let's talk.