“He Resorts to Browbeating Until the Individual Submits”—Whistleblower Blasts FIDF Culture
Explosive claims of unauthorized spending, no oversight, and reimbursements to family members deepen fears of nepotism and financial mismanagement.
We have obtained a copy of an internal email sent by concerned members of a Friends of the IDF (FIDF) Chapter Board to the national leadership. While we cannot independently verify every allegation contained in the message, the letter provides a detailed and troubling portrait of dysfunction within the organization. The concerns range from questionable leadership practices and financial decisions to a toxic work environment that reportedly undermines morale and mission effectiveness.
This correspondence, which echoes and expands upon revelations reported in Ynet’s recent exposé, adds further dimension to the growing scandal surrounding FIDF. It underscores the depth of dissatisfaction among longtime supporters and suggests that the issues may be far more systemic than isolated. Below is the email in full, which we publish to provide transparency and context for ongoing discussions about accountability and reform within the organization.
Dear Directors of the National FIDF Board:
We are writing to bring to your attention issues that we believe have significantly impacted FIDF’s integrity and the well-being of its staff. We recognize FIDF’s fundraising results over the past two years have been remarkable, but they are not the result of a breakthrough strategic approach by FIDF’s current leadership. The War in Israel and the dedication and tireless efforts of the Chapters brought about these results.
Although nonprofit boards typically focus on strategic oversight and financial stability, it is also their fiduciary duty to flag actions that could jeopardize the organization’s integrity. As long-time board members invested in FIDF’s success, we see that over the past couple of years, FIDF has not been operating in accordance with best practices for a nonprofit, and its work environment has deteriorated. Certain members of the C-Suite are negatively impacting FIDF and their policies and decisions are causing significant harm to the organization.
The recent unjust (and potentially illegal) firing of Amarel Green, the Executive Director of the San Francisco Bay Area Chapter, and Leann Zatlavi, Sr. Development Associate, along with obstacles from FIDF’s national office, compel us to alert you to these critical problems. As board members with fiduciary duties, we must address these issues to ensure FIDF can effectively and ethically fulfill its mission.
As you well know, FIDF was historically led by a retired Israeli IDF General who held both the position of National Director and CEO. The decision to split these roles into two was seemingly strategic – with the goal of having an American CEO who had a deep understanding of nonprofits, business, marketing, and strategy, and an Israeli IDF general who would take on a more representative role. While the concept makes sense, we have, unfortunately, failed in hiring the right individuals for these positions.
Rabbi Steve Weil, CEO.
Steve is not fulfilling the responsibilities expected of a CEO and has actually admitted to being incapable of effectively performing the role. He openly shared with the staff that he told the Board during the hiring process that he is not a manager and is not capable of running FIDF. Why would we hire someone who acknowledges they are unable to perform the duties required of the role?
We also learned Steve speaks about the qualities of managers with other managers and their staff, which raises further concerns about his leadership approach and nature. For example, Steve shared with Amarel that he knows that Jenna Griffin, VP Western Region, was not functioning at the VP level. How could Steve still expect Jenna’s team members to work with her when she isn't performing effectively or supporting the team as needed?
Several individuals we have spoken with have also expressed that Steve may not be fully informed about the facts and tends to present inaccurate or inconsistent information. Furthermore, Steve's behavior at the Chapters’ Galas has not aligned with the expectations of the role. He arrives just in time to change clothes at the venue before the event begins, and immediately after the event concludes, changes back into casual attire and heads to the nearest cigar lounge. This scenario repeats itself all around the country. In contrast, FIDF’s prior CEOs would often arrive a day in advance to meet with major donors and would be present both before and after the event to engage with them.
If we're being honest, Steve doesn’t have the personality traits needed for the CEO position - he lacks charisma, vision, and the respect necessary to lead effectively.
Steve also has a poor relationship with General Nadav Padan, the National Director. It is widely known that Nadav spent 2.5 years working behind the scenes with the goal of removing Steve from the CEO role. He openly spoke with donors, lay leaders, and others across the country about Steve’s shortcomings as CEO.
Given that Steve is not performing as CEO, we question why he continues to receive a salary of more than $600,000. If he is acting as a fundraiser, shouldn’t he be receiving a fundraiser’s salary, which, in NY, would amount to approximately $300,000?
In your own business, would you keep someone on your staff who isn’t meeting the job requirements? Just because FIDF is a nonprofit doesn't mean we should tolerate an underperforming CEO.
Morey Levovitz, National Chairman of the Board
It was well-known that when Steve was hired, he brought his long-time friend and mentor, Morey Levovitz, along with him. While it was initially understood that Morey was in the background, guiding Steve, we now understand that Morey was actually running FIDF behind the scenes. Morey made all the decisions then, and continues to be the sole decision-maker now under the title of National Chairman - despite the fact that the National Chairman role is not intended to carry the same responsibilities as the CEO. At first, this created significant confusion regarding who is actually in charge, but it is our understanding that to the staff, it is quite clear that Morey is in charge.
It is also quite clear that Morey’s primary goal is to protect Steve and his job at FIDF at all costs. It isn’t far-fetched to think that if Steve were to leave, Morey would fade away as well.
Morey’s rise to Chairmanship raises concerning questions. It is our understanding that until he became Chairman, Morey did not contribute to FIDF. Even during the years he was acting as Steve’s mentor, he did not give. Why was Morey unwilling to financially support the organization that Steve, his friend - mentee was leading or make a donation in honor of Steve ? Did he not see the value in supporting FIDF? Or did it take this long for Morey to be convinced that FIDF was worthy of his support? How does someone go from not contributing a single dollar to FIDF to being appointed National Chairman?
As far as we know, FIDF’s Board Members and Chairmen have had the financial capacity to be major donors and pay their own expenses. It is our understanding, however, that there may be a possibility that FIDF is covering Morey’s FIDF-related expenses such as those incurred while leading or participating in a mission to Israel. If this is the case, we would like to know if there was Board approval for this arrangement. Whether Morey now donates enough to sufficiently offset the expenses is irrelevant since a donor’s contribution cannot be used to cover their own expenses.
It is also our understanding that after October 7, 2023, Morey’s daughter purchased items in Israel costing tens of thousands of shekels to distribute to the soldiers, and that she subsequently received reimbursement from FIDF. How could she receive reimbursement even though she did not receive prior permission to make these purchases, follow any established process or protocol, or solicit bids to ensure the best pricing for the items. How can this be in the best interest of FIDF?
From our investigation, it appears that Morey’s overall leadership style and judgment are damaging FIDF. Our understanding is that Morey is aggressive and has an inflated ego with a “my way or the highway” mentality. He dismisses the valuable experience of the staff and favors those who align with his views, rather than those who possess the skills or experience. He has fostered an environment where open discussion and collaboration between the professionals on the ground and the C-Suite are nearly nonexistent, creating a harmful culture marked by fear and little to no communication.
What we see is that, over the past couple of years, the organization has become a top-down organization that is increasingly less attractive to skilled talent. FIDF has been experiencing high turnover and the departure of key staff. The current culture which discourages open dialogue, favors loyalty over competence, and disregards employee well-being is profoundly damaging. The situation in the Western Region serves as a prime example of the issues at hand.
While we are not yet ready to question other changes Morey has implemented, such as the vendors FIDF is now using, we have concerns that the motives behind his decisions may not be fully aligned with the best interests of the organization.
Gen. Nadav Padan, National Director.
While we salute Gen. Padan for his esteemed, decorated military career, his nature and capabilities are not aligned with the role of National Director. He lacks a deep understanding of fundraising and doesn’t have the mindset required to effectively engage and maintain relationships with donors.
Nadav openly and regularly shares that his role with FIDF is not his sole or primary employment, and it appears he is more focused on his own interests than on FIDF’s mission. Nadav receives $500,000 from FIDF for a full-time position, yet he does not work full time or fulfill the responsibilities. Shouldn’t his salary be adjusted to reflect the actual time and commitment he contributes to the organization?
Furthermore, his English skills are limited, and while he can communicate in one-on-one or small group settings, he struggles to deliver briefings or communicate at the level expected of an Israeli General in his position.
Ari Dallas, COO.
Steve brought Ari Dallas to act as COO and assume responsibilities that are typically expected of the CEO. However, Ari is a bureaucrat who follows instructions and implements orders. He does not think critically or creatively. Based on what we know, Ari failed in both his roles as Chapter Director and Regional Director, and likely attained his current position because of internal politics rather than through demonstrated skills or experience. We are even aware of a conversation between Peter Weintraub, National Chairman Emeritus, and one of the top professionals in the organization, where Peter admitted to making a mistake in putting Ari in the role of COO.
In any event, Ari has proven incapable of performing his role. Instead, Ari is exposing FIDF to potential violations of employment laws while further deteriorating the overall culture of the organization. For the past three years, Ari has been undermining the organization’s culture and employee morale through discriminatory and bullying conduct. He communicates in a highly disrespectful and condescending manner, and rather than solving problems, he exacerbates them. When there is a difference of opinion, he resorts to browbeating until the individual submits.
We have also heard that Ari expressed intentions to eliminate the Israeli-American staff members working in the US Chapters. However, if you look at the most successful directors, both in the Chapters and at the national office, they were Israeli-American. They brought passion, experience, expertise, and strong personal relationships - invaluable qualities to FIDF.
Although Ari is part of the problem, Ari was sent on a nationwide tour to interview the Chapter employees and gather feedback on what is and isn’t working. His involvement was not helpful, and, in fact, sending him on this tour resulted in a waste of resources and caused considerable frustration among the staff. Ari’s communications and actions have only worsened the culture, further creating a toxic environment for the staff.
Karen Benson, Director of People and Culture.
As business people from various sectors, we understand how vital HR is to the success of any company, particularly as the key resource for fostering employee well-being. It is our understanding that Karen Benson, who has been FIDF’s Director of People and Culture (HR) for more than a year, is disconnected from FIDF’s most valuable resource - its employees. Karen has not reached out to many staff members (including Directors) or created opportunities for professional development. She appears to be underperforming and provides no outlet for employees to express concerns. Karen’s lack of engagement and support is detrimental to the overall health FIDF and its employees.
Our Request and Recommendation.
With the C-suite not functioning as it should, what will happen when the war is over (hopefully soon)? What is FIDF’s outlook over the next five years?
We have been monitoring this situation for some time, and were surprised to learn about the level of fear and frustration that many individuals across the organization are experiencing. Our strong recommendation is to engage an independent outside firm to conduct a thorough investigation which includes interviews with staff from around the country and in the Israel office. Employees need to have a safe space where they can share their concerns without fear of retaliation.
It is essential this investigation takes place immediately. As Board Members, we have both a fiduciary duty and a moral obligation to ensure FIDF upholds the highest standards as a nonprofit and has the best possible work environment.
Thank you for taking these concerns and issues seriously
