Many startups don’t survive their early years—even if their closures go unnoticed. In January, the Israel Innovation Authority published a survey on the state of the high-tech industry, gathering responses from more than 8,800 companies. Nearly half reported implementing cost-cutting or efficiency measures.
The tech ecosystem has come under mounting pressure in recent years, particularly amid the backdrop of an ongoing war. Company leaders are being called upon to demonstrate resilience—both business and managerial. But what about the new CEOs stepping into leadership roles at early-stage startups?
We asked experienced executives what they wish they had known when they first became CEOs. Their insights offer valuable guidance for those taking their first steps at the helm.
Building mental and professional resilience
Professor Mor Peretz, CEO and founder of CaPow, a company developing power supply solutions for robotic fleets, founded in 2019, believes the most important quality for any entrepreneur is resilience—both mental and professional. “Ultimately, it doesn’t matter which field you choose or what your idea is,” he says. “You will face complexity that requires technological understanding, mental endurance, and a strong motivation to invest time and effort into hard work.”
He notes that along the way, entrepreneurs will encounter many rejections and skeptics, but insists that belief in oneself and in the vision can inspire others to join and contribute.
Prioritizing mental well-being
Sagive Greenspan, CEO of Priority, which specializes in ERP systems, emphasizes the need to create a culture where asking questions, experimenting and even making mistakes is encouraged. “When people feel safe to try and push boundaries, they grow—and that’s where real innovation happens,” he says. “Don’t be afraid to fail. Mistakes made in the pursuit of improvement are inevitable and essential for learning.”
He also advises maintaining flexibility and fostering a mindset of continuous learning. “Your success depends on your team. Support them, give them space to grow, and you’ll succeed together through collaboration and creativity.”
Just as important, he adds, is taking care of your own mental health—through family, hobbies, or other personal outlets—so you can remain balanced within the organization.
Embracing uncertainty
Ido Almany, CEO of Zoomd, reminds new CEOs that discomfort is part of the job. “If it’s not hard, you’re probably not in the right place,” he says. Running a startup means living with uncertainty, making quick decisions based on incomplete information, and accepting that there is often no single right answer. “If there were a formula, everyone would be doing it.”
The key to navigating this uncertainty, according to Almany, lies in hiring the right people and trusting them.
“Make sure they understand the ‘why’—why the product matters, what problem it solves and for whom. Then give them freedom within clear boundaries. Their ability to think independently and move quickly is more valuable than any plan you draft alone.” And if circumstances change, he advises, “don’t fall in love with the original idea. Move fast, learn and adapt. Failure only happens when you stop learning.”
Aligning teams and expectations
Ori Segal, CEO of Cyvore Security—a cybersecurity firm that protects both human and AI employees from phishing and fraud across digital communication channels—says the early stages of building a company require careful alignment among founders and clear role definitions. Choosing the right investors and advisors, he adds, is just as critical to the company’s development.
Equally important, according to Segal, is mapping out the pain points in the target market and holding early conversations with potential customers. “And most importantly,” he concludes, “is execution.”
Alongside these personal insights, the Israel Innovation Authority’s April 2025 report highlights a broader challenge: stagnation in high-tech employment. Since 2022, job growth has slowed dramatically, with a drop of approximately 5,000 employees in the past year alone.
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Even so, the outlook among industry insiders remains cautiously optimistic—especially when it comes to nurturing the next generation of startup CEOs. The path forward may be marked by tough decisions, long stretches of uncertainty, and moments of isolation. But by learning from those who have navigated the terrain before them, new leaders can better equip themselves for the journey ahead.
The advice shared here offers a powerful reminder: while the road may be difficult, it’s navigable—especially for those willing to listen, adapt, and grow.