The document summarizes the founding and launch of TAMID at Boston University. David Danesh assembled a team of five students to establish the chapter. Each member took on key responsibilities in planning the inaugural event. Through months of preparation, the event was a success with 150 students attending. The team was motivated by feelings of significance, belonging and growth. This allowed TAMID to thrive and be recognized as the top academic group on campus.

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TAMID*at*Boston*University.**
Rev: May 14, 2015
David Mayberg, Questrom 15’
TAMID at Boston University: The Launch
As David Danesh looked out at the crowd gathering in the Questrom School of Business auditorium
for the first event of the newly formed TAMID Group on November 19th
, 2013, he silently reflected on how
much had transpired in just a few short months since he formed the group. He made a quick mental
calculation of the people in the room, around 100 or 150 he thought. None of those people were there by
accident; it was only because of the careful planning and hard work of the whole team that this dream had
finally become a reality. So what exactly had transpired to get all those people to come to an event by a
group they were not part of and until recently, had not even known existed?
Foundation: Finding the Dream Team
The first thing David needed to do was get an all-star team together who would be willing to found
and lead the group with him. He knew from his experience with his previous business that working with
friends was not always the best strategy and resulted in the business’ collapse. David understood now that it
was more important to choose team members that he knew would work well together, rather than people
with whom he enjoyed hanging out. He also wanted to find people who were looking for more significance,
belonging, and growth in their lives like he was. He made a list of possible candidates and started reaching
out to several different Boston University students he knew from around campus that he felt fit this
description. After many conversations with each candidate, he finally decided on four students who he felt
could commit, be innovative, and help start this new initiative. Shira Ben-Shushan, a freshman, Raphael
Fils and Heskel Kahen-Kashi, two sophomores, and David Mayberg, another junior, which made up an
executive board of five and each brought with them a unique set of talents and skills.
The five executive board members met for the first time to agree upon the main objective for the
semester, which was to put on a successful event that everyone in the school would know about. This event
had to be big, bold and different in order to get the attention necessary to get TAMID on the map; David
would not settle for anything less.
Delegating: Empowering Your Team with Accountability
In order to get the planning underway, David put Heskel in charge of finding a dynamic speaker.
Heskel began reaching out to different organizations around the greater Boston Area and identified Jacob
Goldenberg, a Professor from Hebrew University, who accepted Heskel’s invitation to come speak.
Goldenberg spoke about his book, “Inside the box,” which teaches Israel’s secrets to being innovative
within her limited resources.

2. The TAMID Israel Investment Group is a nonprofit organization that develops the professional skills of
undergraduate students through hands-on interaction with the Israeli economy. TAMID integrates the next generation
of entrepreneurs and business professionals with Israel through a comprehensive education curriculum, pro-bono
consulting for Israeli startups, capital market investment research, and a summer internship program in Israel.
TAMID has no political or religious affiliations.
The Boston University Chapter goes beyond its initial goal to connect business-minded students with the Israeli
economy. While small, TAMID at BU focuses on personal and professional development and exponential growth. We
consider it our obligation to strengthen TAMID on a chapter and national level by breaking records, and creating
new initiatives, deliverables and events that will have a long-lasting impact.
While Heskel was taking care of the speaker, David delegated many different projects and logistics of
the event to Shira and Raffi. Shira spent countless hours coordinating with the caterer to create and finalize
the menu for the refreshments that would be served, contacted the AV department at Questrom and the
Boston University police department for security. In order for Shira to learn the ins and outs of event
planning, David took her to the Student Activities Office (SAO) to learn how to the navigate OrgSync
website procedures that are required by SAO. David was already starting to think about who might succeed
him as the next President of the group and that person needed to understand this process.
David selected Raffi, who had a talent with editing and Photoshop to be in charge of designing a
promotional flyer for the event and build a website for the chapter to increase the group’s visibility. David
picked David Mayberg to appeal to the student allocations board to receive funding. In addition, Mayberg
spent most of his time strategically planning for the future, creating an educational curriculum that would be
taught once we selected our first group of regular members. The team’s effectiveness continued to improve
as they identified each other’s strengths and weaknesses, delegated accordingly and started performing as a
highly functioning team. After months of careful planning, the big day finally arrived.
Triumph: Gratefulness
The event was a complete success, with 150 students in attendance; it was the largest event in National
TAMID’s short history. As the board convened after the event, the excitement was noticeable on all five of
their faces. For the first time since the group was formed, TAMID felt real. Every single one of the five of
them knew that this was not the end, rather the very beginning of good things to come.
Drivers: Significance, Belonging & Growth
This event was a starting point for TAMID’s success at Boston University. The team’s motivation
came from three deep feelings: significance, belonging, and growth. This atmosphere energized them to
work day and night; they viewed TAMID as their own startup. Such ambition, almost naturally, led to traits
of devotion, attention to detail, flexibility, consistent working, exiting expanding their comfort zones, and
communication. These ingredients were critical to the success of this organization and were the key drivers
of success.
Twenty months later, SAO awarded TAMID as the Top Academic and Professional Group on campus
for the 2014-2015 academic school year.
Follow Up Questions
• How does an organization establish the right team to move forward?
• What would an organization at this stage need to do next?
• How is this strategy applicable to other groups, new or established?