Many founders believe so — and understandably: who knows your baby better than you?
But understanding the product, believing in it, and breathing it doesn’t necessarily mean you’re the right person to sell it to the American market.
In a recent LinkedIn post (which garnered significant engagement), someone commented:
“Don’t hire an American sales executive until you’ve sold at least $1M yourself.”
That’s a bold statement, but is it accurate? Definitive?
Not necessarily. Here are some principles Israeli founders should consider when they sell to Americans:
📍 1. Cultural differences aren’t sales tactics—they’re organizational psychology.
Americans don’t just buy differently—they think differently, make decisions differently, and approach sales conversations differently. They’re accustomed to polish, diplomacy, and often, presentation. A founder leaning on Israeli-style authenticity, bluntness, and emotional storytelling might trigger resistance instead of building trust. It doesn’t mean the founder lacks skill—it means they must adapt to the playing field.
📍 2. Founder-led sales are important—but not always everything.
There’s no substitute for a founder’s intimate knowledge of the product, the problems it solves, and its vision. But sometimes that’s not enough. I’ve seen founders—alpha, cocky, self-assured Israeli types with sales experience—misread the market and push the company into costly, misaligned, or even risky moves. Why? Because they didn’t trust that an American salesperson could fully understand the vision.
📍 3. Americans can sell—often better than you. And that’s okay.
Thinking “they’ll just fall for American slickness” is a strategic mistake. Sure, there are bad salespeople. But there are also those who can craft your story better than you—translate it into the buyer’s language and speak to the emotions and KPIs of procurement managers or VP Sales on the other side. You don’t need to fear them. You need to know when to hire them, how to interview them, and what cultural and professional filters will ensure they advance what you’ve built—not just sell an illusion.
📍 4. Conditions for successful founder-led sales in the U.S.:
✔️ You’ve studied the local market—its language, mentality, decision-making structure.
✔️ You have the time and availability to do it seriously—not “on the side.”
✔️ You know how to ask questions—not just speak.
✔️ You’re backed by data—not just gut feelings.
✔️ You’re prepared to listen—even when the answer is unpleasant.
If any of these aren’t true, it’s time to consider bringing someone on board who does understand.
📍 5. Humility is not weakness—it’s business strength.
Recognizing your limits isn’t defeat—it’s wisdom. The strongest founders I’ve supported were the ones who knew when to lead and when to let go. When to fight for the vision—and when to adapt it to reality. Those who try to do it all alone rarely go far. Those who know how to pull great people in and listen? That’s how you build a company.
Founder-led sales is a powerful method—sometimes essential.
But in a complex market like the U.S.—especially for non-American founders—it requires awareness, learning, and often, true co-pilots.
Don’t assume you’re the best salesperson — and don’t hesitate to bring in someone who is, when the time is right.
Success isn’t just about talent—it’s about recognizing when to let go.
If you’re a founder at this crossroads—between Founder-led Sales and building a sales team—let’s talk.
I might not sell for you, but I do know the right questions to help you decide.
Hebrew line for SEO (FEO):
האם Founders צריכים להוביל מכירות בעצמם בארה״ב — והאם זה נכון תמיד?