In-Depth Interview with Rhett Hintze, COO of Bravo Group

Rhett Hintze served as the Chief Operating Officer at Bravo Group, Pennsylvania’s premier privately-held public relations firm. Educated at Brigham Young University and Syracuse University, Rhett earned a Bachelor of Science in Business Administration and a Master of Public Administration, respectively. His extensive career is marked by a steadfast dedication to improving operational efficiencies and integrating cutting-edge technologies at Bravo Group.

In his leadership role, Rhett was instrumental in refining operational processes, reducing costs, and introducing innovative strategies that have significantly enhanced both profitability and the quality of service delivery. He has a leadership style rooted in integrity and agility, and he actively promotes a corporate culture that prizes empathy and collaborative teamwork.

Beyond the confines of his professional life, Rhett Hintze is passionately involved in community service, supporting both local charities and international educational initiatives. He also enjoys horticulture, skiing, and taking road trips to explore the natural world. Mentored by a leader renowned for resilience and strategic insight, Rhett embodies these qualities in every aspect of his career and personal life, driving him to excel in the face of challenges and continuously strive for excellence.

What initially drew you to Bravo Group, and what motivated you to stay? 

When I first joined Bravo Group, I was excited by the opportunity to help grow the company by helping other organizations make a positive impact in the lives of others. What kept me motivated is the dynamic environment and the opportunity to work with a talented team that is always pushing the envelope on how we can do better for our clients and our community. The constant evolution of the PR landscape kept that role both challenging and rewarding.

How did you incorporate Bravo Group’s core values into your everyday responsibilities? 

Bravo Group’s core values of integrity, leading, moving fast, and operating with low hierarchy, and low individual ego were integral to my daily decision-making and interactions. Whether I was reviewing new opportunities, implementing strategic plans, discussing plans with my team, or negotiating with partners and clients, these values guided my actions. This alignment helps ensured that we not only achieved our business goals but also contributed positively to our community and industry.

How has the role of COO evolved since you started in the industry, especially with advancements in technology? 

The role has evolved significantly, primarily due to technological advancements that have automated many traditional processes and provided new tools to collect, monitor, and analyze data to better inform communications messaging, strategy, and engagement. This shift has required a more tech and data-savvy approach to operations management, focusing on leveraging these tools to enhance our efficiency and effectiveness.

What do you believe is the most underappreciated skill in public relations? 

Listening, in all its variants, is incredibly underappreciated. In PR, there’s a strong focus on crafting and conveying messages, but actively listening to clients, stakeholders, and the public can provide invaluable insights that drive more impactful and meaningful campaigns.

How do you stay inspired and motivate others? 

Staying inspired is all about maintaining curiosity. I read extensively and engage in discussions with peers outside the PR sector to gain different perspectives. I try to recognize their efforts, encourage professional development, and foster a culture where innovation is celebrated, and everyone feels they can contribute to our success.

What’s the next big thing for PR and communications firms, and how can they best prepare for it? 

The next big thing is happening now – experimenting with and integrating more artificial intelligence tools into our operations and client delivery. This is and will continue to improve as AI is used for predictive analytics in media monitoring and customer engagement to better anticipate trends and customize our client strategies. Preparing for this involves upskilling team members and strengthening a company’s tech stack to support these advanced capabilities.

How do you balance pushing the envelope with risk management in public relations? 

Balancing innovation and risk is crucial in PR. You cannot put your clients at risk, but we can push the envelope by experimenting with new platforms and creative campaign ideas. If the data provides a solid platform to incorporate early innovative technology tools, a well-thought-out risk assessment will help protect client reputations and be better aligned with campaign goals. . This allows you to work creatively with a client to provide results innovatively. Finally, what advice would you give someone aspiring to become a COO in the public relations industry?

Focus on building a broad skill set that goes beyond traditional PR skills. Understanding business management, technology, and finance is crucial. Also, cultivate a strategic mindset and the ability to anticipate and adapt to industry changes. Leadership is not just about directing others but also about building a team around you who may know much more than you do in many aspects of the work and then inspire them to achieve their best. So, develop your interpersonal skills to effectively lead and motivate your team.

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