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Rhett Hintze was 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 has been characterized by a deep commitment to improving operational efficiency and embracing technological advancements within Bravo Group.
Under his leadership Rhett Hintze has been critical in streamlining processes, significantly reducing costs and leading innovative strategies that strengthen both profitability and service delivery. He is known for his leadership style that emphasizes integrity, agility and a person-centered approach, fostering a workplace culture that values empathy and teamwork.
In addition to his professional endeavors, Rhett is an avid supporter of community initiatives and contributes to local charities and global education programs. His personal interests include horticulture, skiing and exploring nature 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 academic studies in public administration and finance?
I have always wanted to have a positive impact on the lives of others and was interested in studies that were technical in nature and related to problem solving. I interned as a volunteer intern at a local government economic development agency, helping them develop a more structured budget and operating plan.
Shortly afterwards I had the privilege of visiting and speaking with one of the first city managers of the United States, and he developed a desire to become involved in some aspect of public administration. So I shifted my studies to Finance and continued 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, where I earned my Master of Public Administration degree with an emphasis on public finances.
During my studies, I was able to intern at a county budget office and at the U.S. House of Representatives Committee on Natural Resources. I enjoyed using what I learned in school and through my self-study of technology to solve problems in unique ways and make a positive impact on every organization I worked with. That urge continues today, having evolved through various experiences in the public and private sectors and other entrepreneurial activities.
How have you addressed risk management in your role at Bravo Group?
In public relations, risk is a constant. I approached risk management by taking a proactive stance: anticipating potential challenges and embedding flexibility in our operational strategies. This includes regular scenario planning with HR and our customer service leaders and fostering a culture where team members feel empowered to identify potential issues early.
What has been the most significant change in the PR industry since you started your career?
The digital transformation, especially in data usage and analysis, has been revolutionary. It changed the way we interacted with audiences, tracked engagement metrics, and tailored our campaigns. Staying ahead of this trend is both a challenge and an exciting opportunity for innovation.
How do you measure the success of your initiatives?
Success has many facets. We set specific, measurable objectives and timelines for each initiative. Each of these projects was aligned with our strategic objectives and business vision. We met as leadership to regularly review progress and make any adjustments based on real-time events or conditions. Some initiatives have defined quantitative measures, while others are more qualitative in nature. Your plan and strategy to achieve that success often comes from answering the question: “If we achieve X, what do we need to be successful?” Then create a plan and measure it with that goal in mind.
Which book most influenced your leadership style?
One book that has had a profound influence on my leadership style is “Leadership and the New Science” by Margaret J. Wheatley. What appealed to me most is her approach to seeing organizations as living systems rather than as rigid structures. It challenged me to embrace the natural unpredictability and interconnectedness within teams and operations. This perspective has helped me lead with greater adaptability, recognizing that fostering collaboration and flexibility can often lead to more innovative and resilient outcomes, especially in complex or rapidly changing environments.
Wheatley’s ideas have shaped the way I deal with change and uncertainty. Instead of trying to control every variable, I have learned to give the people I work with space for creativity and self-organization. It has been invaluable throughout my leadership journey, especially at times when a rigid top-down approach could have stunted growth or missed opportunities for collective problem-solving.
What is a piece of technology that has had a significant impact on your work?
There is no one piece that can make an impact when other technology tools and applications work together so that team members can access data when and where they need it, collaborate, and retrieve knowledge and data for future use. So one’s tech stack is what matters. And then always be curious to know if that needs to be adjusted with innovative testing and operational refinement – being willing to pivot when a tool no longer provides the operational excellence needed to differentiate your work.
How do you stay up to date with the latest trends in the industry?
I regularly review a curated list of authors I read online, on LinkedIn, and on X, and subscribe to some of the industry’s top publications. I also enjoy talking to other professionals and thought leaders, which keeps my perspective fresh and informed.
What challenges do you foresee in the PR sector over the next ten years?
I think some important issues will emerge. First, the rapid evolution of technology, especially with the rise of artificial intelligence and digital platforms, will continue to reshape the way we communicate.
PR professionals must quickly adapt to these changes, ensuring they can deploy new tools effectively while addressing concerns around data privacy and misinformation. The challenge will not only be to keep up, but also to stay relevant in a constantly evolving landscape.
Furthermore, PR strategies must focus on authenticity and engagement as audiences become more discerning and harder to impress. This means prioritizing diversity in reporting and representation.
Navigating the complexities of our current public engagement with information and data will require a mix 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 a leadership role in public relations?
For young professionals pursuing a leadership PR role, my biggest piece of advice would be to cultivate a mindset of continuous learning. The industry is constantly changing, so staying curious and open to new ideas is crucial. Look for opportunities to expand your skills, whether through formal education, workshops, or simply by staying up to date on industry trends.
Networking is also incredibly important. Build real relationships with mentors and colleagues; you never know when a connection could lead to a new opportunity or valuable insight. Finally, don’t be afraid to take risks and step outside your comfort zone. Whether you’re leading a project or proposing a bold new strategy, showing initiative can set you apart. Embrace challenges as opportunities to grow and remember that every experience is a stepping stone on your path to leadership!