Across every role I have held, I saw the same pattern: the outcome of a negotiation was rarely decided in the final conversation. It was shaped much earlier, by positioning, preparation, alternatives, internal alignment and the people influencing the decision outside the room.
I learned it on both sides of the table: in enterprise sales at Salesforce, in strategy consulting and innovation, and as an entrepreneur building and leading ventures of my own. Each seat showed me a different part of the same table: how value is created, how decisions are really made, and what an agreement has to survive after it is signed.
I chose to treat negotiation as a profession, not as instinct, charisma or improvisation. I hold a degree in Psychology and Business Administration, and I studied the discipline in depth through leading programs in Israel and internationally, including Harvard and the advanced program at Shakla & Tariya.
That combination is what The Purple Table Method is built on: a way to see the broader business picture, understand the people shaping it, and design the process that leads to a stronger, workable and valuable agreement.
