Lilach Moses · Strategic negotiation advisory
I help executives, teams and organizations read the negotiation map correctly, influence the people who actually decide, and run the complex conversations that lead to better deals.
42% of deals are adversarial
Up from 29% in 2018, highlighting the need for a professional approach that protects value without damaging cooperation.
60% of deal value is lost
Organizations lose 60% of deal value across negotiation and implementation.
3X more value
Top negotiators generate three times more value for their organizations and are also more likely to strengthen relationships.
Experience & training
The Method
Deals do not stall over price alone.
They stall over interests nobody says out loud, internal resistance, relationships, stakeholders who are not in the room, and no clarity about who actually makes the decision.
The Purple Table Method is how you see the whole picture:
Positions, numbers, terms, and everything said out loud.
Interests, concerns, emotions, and the dynamics between people.
Stakeholders, centres of power, and how the decision actually gets made.
Read the whole table, and you can change the conversation - and the outcome.
Services
From a keynote that shifts the perspective, through a workshop that builds the capability in the team, to close advisory on the live negotiations where the outcome really matters.
Keynote
A sharp keynote on what actually drives a negotiation - beyond price, beyond what gets said in the room. Participants learn to read hidden interests and stakeholders, and leave with tools for their next conversation.
For conferences, leadership teams, offsites and company events.
Workshop
A working session that teaches teams to prepare differently for negotiations. Using the Purple Table map™, live cases and simulation, participants map interests, stakeholders, alternatives and centres of power, and build a clear strategy for the table.
For sales teams, leadership, procurement, partnerships, HR and managers.
Advisory
Strategic advisory for executives and teams before and during deals and complex conversations. Together we analyse the map, sharpen the positioning, identify the people who influence the decision, and prepare for the other side's moves. It can focus on a single deal, or run as an ongoing capability.
What it includes
About
Negotiation has three essential layers: understanding the business, applying professional negotiation expertise, and reading the people who shape the decision.
For more than 15 years, I have worked at the intersection of business interests, human dynamics and consequential decisions: in enterprise sales at Salesforce, in strategy consulting and innovation, and as an entrepreneur building ventures of my own. I have managed more than 300 complex negotiations, from both sides of the table.
Across these different environments, I saw the same pattern repeatedly: the outcome was rarely determined by the final conversation alone. It was shaped earlier by positioning, preparation, alternatives, internal alignment and the people influencing the decision outside the room.
A practical understanding of enterprise sales, strategy, innovation, partnerships and entrepreneurship, including how value is created, decisions are made and agreements need to work after they are signed.
I treat negotiation as a profession, not as instinct, charisma or improvisation. I therefore chose to study the discipline in depth through leading programs in Israel and internationally, including Harvard and the advanced program at Shakla & Tariya. Professional methodologies, tools and preparation processes turn experience into a consistent and effective way of working.
I hold a degree in Psychology and Business Administration. This background enables me to examine not only the terms on the table, but also the interests, motivations, pressures, biases, relationships and power dynamics influencing behaviour and decision-making.
The intersection of these three layers led to the development of The Purple Table Method: 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.
I joined a candid conversation about what really happens in the negotiation rooms of enterprise deals - common mistakes, the critical moments, and how a 'no' becomes a 'yes'. (Hebrew)
Short pieces on what happens above, below and around the table, and what to do about it.
The formal meeting is only one moment in a much larger negotiation. Discover how stakeholders, hidden interests, alternatives, authority, timing and sequence shape the outcome before anyone sits down at the table.
A signature proves that the parties reached agreement. It does not prove that the deal will protect margin, survive implementation or create the promised value. Here is a more rigorous way to decide whether a closed deal is genuinely good.
A skilled negotiator can still be weakened by conflicting priorities, unclear authority and fragmented information. This article explores how organizations bargain down their own position, and how negotiation can become a shared organizational capability.
Yes. Advisory is designed to be discreet and behind the scenes. The advisor does not need to participate in the negotiation itself, and the engagement can be conducted under NDA.
In most cases, the work happens behind the scenes and can include strategy, preparation, stakeholder mapping, simulation, message development and support between meetings. Direct participation can be considered where appropriate.
Yes. Every engagement begins with understanding the organization's real negotiation environment, recurring challenges, stakeholders and desired outcomes. Workshops can include real cases and simulations developed specifically for the participants.
No. The method is relevant wherever interests, decisions and relationships need to be negotiated. This includes leadership, procurement, partnerships, HR, cross-functional teams and complex internal conversations.
Yes. The work can begin with one deal, partnership, internal negotiation or critical conversation. The scope is built around the situation, its complexity and the support required.
No. The goal is to assess the right outcome, the value that needs to be protected and when it is better to move forward, pause or change direction. Sometimes the best deal is the one that was not signed.
Roles, boundaries, scope and any potential conflict of interest are made clear before the work begins, not during it.
A live deal, a complex conversation, a challenge that keeps coming back in the team, or a capability you want to build in the organization - tell me briefly what is going on, and we will look together at the right way forward.
Or directly
