“These disparate worlds make up one company,” says Gal. “When we list all of IAI’s accomplishments, it is not just the Arrow anti-ballistic missile system. It also includes radio detection and ranging of the Iron Dome system and the David’s Slingshot anti-missile system. IAI is where the first aerial unmanned vehicle was developed, and it is the only company in Israel, and one of just 10 in the world, that can plan, produce, and issue a license for aircraft, including executive business jets. There are so many worlds in IAI. We are not just defense.”
While IAI represents a complex array of groups, Gal says that the company’s branding strategy is simple. “Branding represents a company’s values. As an Israeli company, we want to communicate the message that IAI dwells among the people, a company deeply rooted in our community. It not only contributes to security and innovation, but as a government-owned company it contributes to the economy. Over the past two years, it provided a dividend of more than NIS 1 billion to the government. It is one of the largest employers in the country, and it is filled with homegrown talent – Israeli engineers who have grown up in Israeli society.”
In addition to Gal’s role in communication and government relations, there is another aspect: the social responsibility and community relations of the aerospace industry. “We know that security resilience and social resilience are intertwined,” explains Gal. “Our additional goal is to make IAI generate a positive social impact, address significant social issues, and examine how the aerospace industry can contribute to them. We focus on promoting resilience and mutual responsibility in Israel, mainly through the social involvement of employees in various fields, reducing hunger and poverty, assisting Holocaust survivors, helping women who are victims of violence, supporting young people in social and geographical peripheries, and, of course, residents living near the company’s sites,” Gal says.
“As a development-oriented and knowledge-intensive company, we strive to create social impact through the ‘civilianization’ of the company’s and its employees’ capabilities. We choose to use these capabilities not only for developing the next defense system but also to improve the quality of life for people with disabilities, for example.”
He adds, “When we examine our substantial impact as a business company, there is a significant place for intervention in the field of education, which often serves as an initial barrier for students [young people in the education system] to integrate into quality employment in the future. We lead and participate in many programs that expose young people to the world of engineering, with an emphasis on the fields of physics, electrical engineering, mechanical engineering, and aeronautics. Through our unique systems, we teach them about scientific principles and their civilian and military applications, combined with important skills such as teamwork, project management, and complex thinking. We manage to create a significant impact through many partners, most of which are nonprofit organizations and social organizations, and some are government ministries and local authorities. The pedagogical and social knowledge is not with us, so as a business company it is important for us to build partnerships that provide value to all parties.”
GAL EXPLAINS the difference between social justice and charity, saying: “We use our power as a large and successful company, and the skills and abilities of our employees, to give back to Israeli society what each and every one of them received from it, grew in it, and became who they are today. While charity is often seen as ticking a box and moving on, using what we have to create social justice is a long-term action that provides a fishing rod, creates means to develop and earn a dignified living – as opposed to giving fish. Therefore, social responsibility is not a donation or charity, it is much more than that.”
Getting back to the media’s role, Gal says that the war has presented unique challenges in communicating with IAI’s overseas clients. “Our customers around the world heard reports about the war that were not always true,” he states. Some IAI clients were asking him if the Hamas attacks had occurred because its systems had failed on October 7. Using the media, Gal provided updated and correct information. “Our business activity continued as normal,” he says.
“My team and I conveyed these messages not only through the media,” Gal continues. “Out of the chaos of the first days after October 7, we realized that our status as a global company with many representations around the world could assist in Israeli advocacy. Our role at this time is not only to take care of the company’s business but also to be there for the State of Israel. A comprehensive message kit was quickly prepared for our representatives around the world, containing the true story of October 7, Israel’s position and the righteousness of its path, as well as its right and duty to protect its citizens.”
Gal explains how he and his international media manager, Anna Nekmov, turned IAI into a secondary diplomatic force for the State of Israel in one day, and how he updated the message kit daily, thereby activating the company’s representatives around the world, who are in contact with governments, to do this very important work in addition to their regular duties, which will greatly assist Israel’s status in its most difficult days.
One particular event that he recalls was the explosion that took place in the parking lot of the al-Ahli Arab Hospital in Gaza City on October 17, 2023, which resulted in numerous Palestinian casualties. Hamas claimed that the explosion was caused by an Israeli airstrike, when, in fact, it was proven that the source of the blast was an errant rocket launch by Islamic Jihad. Gal worked through the entire night, using his sources, contacted media outlets throughout the world, and informed them about the actual source of the missile.
Gal’s success in this area is undoubtedly due to the trust that he has built up in the media, in Israel and around the world. How does one build trust in that area? Explains Gal, “Provide the media with reliable information. Don’t exaggerate, be timely, and take responsibility, for both the good and the bad.”
The two most visible figures to the public at Israel Aerospace Industries are Boaz Levy, president and CEO; and Amir Peretz, chairman of the board. Before becoming CEO, Levy was one of the key developers of the Arrow anti-missile system. He was honored as one of the torch-lighters at the Independence Day celebrations in 2024 for his work at IAI. The Arrow missile was used to intercept a missile launched toward Israel from Yemen in the Red Sea region in November and was used to counter the massive Iranian missile strike on April 14. “The day I celebrated my 40th birthday,” Gal notes.
AMIR PERETZ is expected to soon complete three years as chairman of the board of directors of Israel Aerospace Industries – the best three years in the company’s history in terms of profit, record order backlog, and many new markets. Gal notes that Peretz’s international reputation as a former defense minister and Israeli symbol contributes to the company’s business, opens markets, builds trust with governments, and raises the company to new heights. “Everyone knows Peretz as the father of the Iron Dome,” says Gal, “but his contribution to Israel’s security is much more than that. He changed the perception of the IDF from an army that relies on deterrence, warning, and attack to one that relies on an additional fourth leg – defense. The investment in the Arrow system over the years is also derived from this perception and has proven to be correct and necessary.”
As the interview comes to an end, Gal reveals what gives him the impetus to go to his job every morning at Israel Aerospace Industries. “My team and I help Israeli citizens feel more secure and take pride in presenting our country before the world.”
