Tal Shahar, CEO & Co-Founder of Atlas Invest: $13 Million Raised to Transform Real Estate Financing

Atlas Invest is revolutionizing real estate financing as a marketplace connecting borrowers with institutional investors. With $13 million in funding, the platform provides an alternative to inefficient traditional lending models by offering borrowers quick, simple financing while enabling investors to access what Tal calls "the holy grail of asset classes" - real estate-backed bridge loans. In this episode of Category Visionaries, we sat down with Tal Shahar, CEO and Co-Founder of Atlas Invest, to discuss his journey from military special forces officer to venture capitalist to founder, and how Atlas is building a platform that delivers superior returns to investors while providing crucial financing for real estate developers.

Topics Discussed:

• Tal's experience as an officer in Israeli special forces and how it shaped his approach to entrepreneurship
• The transition from venture capital at Deep Insight to founding Atlas Invest
• How Atlas addresses inefficiencies in real estate bridge loan financing through technology
• The platform's dual-sided marketplace connecting borrowers and institutional investors
• Atlas's ability to generate 12% net IRR for investors compared to traditional funds' 8%
• Strategies for building both sides of a marketplace business simultaneously
• The challenges of securing the first deals that validated the business model
• Atlas's approach to brand building and marketing experiments in the real estate space
• The evolving vision to become the go-to platform for all real estate financing needs

 

GTM Lessons For B2B Founders:

• Exercise disciplined due diligence in your own ventures: Before leaving his VC position, Tal created a comprehensive due diligence list and spent six months validating Atlas's potential during nights and weekends. B2B founders should apply the same rigorous validation processes to their own ideas that VCs would use, testing assumptions methodically before fully committing resources.
• Leverage market disruptions as entry points: Atlas launched during a period of rising interest rates when banks were pulling back from lending, creating an opportunity for new entrants. As Tal explained, "When we started Atlas, it was a crazy market environment... that actually enabled us to step into the market when each side was okay with us not having a lot of the other side." B2B founders should identify and exploit market dislocations that weaken incumbent advantages.
• Build marketplaces by continuously balancing both sides: Rather than solving the chicken-and-egg problem once, Atlas constantly rebalances supply and demand. Tal noted, "We're continuously balancing... Sometimes the challenging part is the deal flow, sometimes it's the investors. If it was always only one, maybe it's not the best product-market fit." The shifting nature of the challenge is actually a positive signal for marketplace businesses.
• Use white-glove service to win initial customers: For Atlas's first deals, personal relationships and exceptional service were critical. "It was a lot of white glove service... we're selling basically enterprise in a way," Tal shared. The team did "whatever it takes to win it, to make it successful." B2B founders should be prepared to deliver extraordinary service to early customers, especially in high-value transactions where trust is paramount.
• Test marketing channels empirically, not based on assumptions: Atlas discovered that LinkedIn performed poorly for their paid campaigns while Meta worked well, contrary to expectations for a B2B financial service. "I'm a big believer of not relying on our assumptions... always using data to make the decision," Tal emphasized. B2B founders should start with small tests across multiple channels, measure results objectively, and periodically retest channels that previously underperformed.

 

 

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