New Q&A with Rhett Hintze, COO of Bravo Group

Rhett Hintze served as the Chief Operating Officer at Bravo Group, Pennsylvania’s largest privately-held public relations firm.

With a robust academic foundation, Rhett holds a Bachelor of Science in Business Administration from Brigham Young University and a Master of Public Administration from Syracuse University. His career is distinguished by a profound commitment to enhancing operational efficiencies and embracing technological advancements within Bravo Group.

Under his leadership, Rhett Hintze has been pivotal in streamlining processes, significantly cutting costs, and spearheading innovative strategies that bolster both profitability and service delivery. He is known for a leadership style that emphasizes integrity, agility, and a person-centric approach, fostering a workplace culture that values empathy and teamwork.

Outside of his professional endeavors, Rhett is an avid supporter of community initiatives, contributing to local charities and global educational programs. His personal interests include horticulture, skiing, and exploring the great outdoors through road trips. Rhett’s approach to both life and work is deeply influenced by his mentor, emphasizing resilience and strategic foresight, principles that have guided him through various challenges and achievements.

What inspired you to pursue your academic studies in public administration and finance?

I’ve always wanted to make a positive impact in the lives of others and had an interest in studies that were technical and involved problem-solving. I interned as a volunteer intern at a local government economic development office and helped them develop a more structured budget and operations plan.

Shortly after that, I was privileged to visit and talk with one of the first city managers in the United States, and from him, I developed the desire to pursue some aspect of public administration. So, I shifted my studies to Finances and pursued the graduate program at the #1 school for a master’s program in public administration – the Maxwell School of Citizenship and Public Affairs at Syracuse University, from where I earned my Master of Public Administration degree with an emphasis in Public Finance.

I was able to do intern work while in school at a county budget office and in the US House of Representatives Committee for Natural Resources. I enjoyed using what I had learned in school and through my self-teaching of technology to solve problems in unique ways and positively impact each organization I worked with. That drive continues today after having evolved through different experiences in the public and private sectors and other entrepreneurial activities.

How did you approach risk management in your role at Bravo Group?

In public relations, risk is a constant. I approached risk management by maintaining a proactive stance—anticipating potential challenges and embedding flexibility into our operational strategies. This involves regular scenario planning with HR and our client service leaders and fostering a culture where team members feel empowered to flag potential issues early.

What has been the most significant change in the public relations industry since you started your career?

The digital transformation, particularly with regard to data use and analysis, has been revolutionary. It shifted how we engaged with audiences, tracked engagement metrics, and tailored our campaigns. Staying ahead of this curve is been both a challenge and an exciting opportunity for innovation.

How do you measure success in your initiatives?

Success is multifaceted. For every initiative, we set specific, measurable objectives and timelines. Each was aligned with our strategic goals and company vision. We met as leadership to regularly review progress and make any adjustments based on real-time events or circumstances. Some initiatives have defined quantitative metrics, while others are more qualitative in nature. Your plan and strategy to attain that success often come by answering the question, “If we achieve X, what do we need to be successful at doing?” Then, build a plan and measure it toward that end.

What book has influenced your leadership style the most?

One book that has profoundly impacted my leadership style is “Leadership and the New Science “by Margaret J. Wheatley. What resonated most with me is her approach to seeing organizations as living systems rather than rigid structures. It challenged me to embrace the natural unpredictability and interconnectedness within teams and operations. This perspective helped me lead with more adaptability, understanding that fostering collaboration and flexibility can often lead to more innovative and resilient outcomes, especially in complex or fast-changing environments.

Wheatley’s ideas have shaped how I handle change and uncertainty. Rather than controlling every variable, I’ve learned to empower those I work with, allowing space for creativity and self-organization. It’s been invaluable in my leadership journey, particularly in moments where rigid top-down approaches might have stifled growth or missed opportunities for collective problem-solving

What is one piece of technology that has significantly impacted your work?

There isn’t one piece that can make an impact if other technology tools and applications are working together in a way that allows team members to access data when and where they need it, collaborate, and retrieve knowledge and data for future use. So, one’s tech stack is what is significant. And, then, always being curious to know if that needs adjustment with innovative testing and operational refinement – being willing to shift when a tool no longer provides the operational excellence needed to differentiate your work.

How do you stay updated with the latest industry trends?

I regularly review a curated list of authors I read online, on LinkedIn, and on X, and subscribe to a few top industry publications. I also enjoy talking with other professionals and thought leaders, which helps keep my perspective fresh and informed.

What challenges do you foresee in the public relations industry in the next ten years?

I think a few key issues will stand out. First, the rapid evolution of technology, especially with the rise of artificial intelligence and digital platforms, will continue to reshape how we communicate.

PR professionals must adapt quickly to these changes, ensuring they leverage new tools effectively while addressing concerns around data privacy and misinformation. The challenge will be not just to keep up but to remain relevant in a landscape that’s constantly evolving.

Additionally, PR strategies must focus on authenticity and engagement as audiences become more discerning and harder to impress. This means prioritizing diversity in messaging and representation.

Navigating the complexities of our current public engagement with information and data will require a blend of creativity, adaptability, and ethical considerations to thrive in the future of public relations.

Finally, what advice would you give to young professionals aspiring to executive roles in public relations?

For young professionals aiming for executive public relations roles, my biggest advice would be to cultivate a mindset of continuous learning. The industry is always changing, so staying curious and open to new ideas is crucial. Seek opportunities to expand your skill set—whether through formal education, workshops, or simply keeping up with industry trends.

Networking is also incredibly important. Build genuine relationships with mentors and peers; you never know when a connection could lead to a new opportunity or valuable insight. Lastly, don’t shy away from taking risks and stepping outside your comfort zone. Whether leading a project or proposing a bold new strategy, showing initiative can set you apart. Embrace challenges as chances to grow, and remember that every experience is a stepping stone on your path to leadership!