Rhett Hintze served as the Chief Operating Officer of Bravo Group, Pennsylvania’s foremost strategic communications firm, and now leads his new venture, StateSource, providing state-level procurement strategies to companies seeking to enter or grow their state government business. Born and raised in Wisconsin, Rhett was profoundly shaped by his father, an electrical engineer, and his mother, who devotedly managed their home. He pursued education in public administration and finance, earning a Bachelor of Science in Business Administration from Brigham Young University and a Master of Public Administration from Syracuse University.
In his tenure at Bravo, Rhett Hintze was instrumental in expanding the company’s scale, curbing expenses, and pioneering progressive strategies that bolstered both efficiency and profit margins. His leadership style is marked by a steadfast adherence to integrity, prompt action, and humility, all while championing core values of compassion, forgiveness, and empathy. Beyond his corporate responsibilities, Rhett is passionate about road trips, gardening, running, hiking, skiing, and follows F1 motorsports and college football enthusiastically. He is also deeply engaged in his community, volunteering at his local church and the MidWest Food Bank, and supporting the Daraja Academy in Kenya. Guided by his mentor, the former state CIO Charlie Gerhards, Rhett’s professional and personal ethos is driven by strategic insight and a resilient spirit.
How do you approach decision-making in your role as COO?
My decision-making process is deeply analytical. I start by gathering as much data as possible and consulting with key stakeholders. I prioritize transparency and collective input to ensure that decisions are well-rounded and support strategic goals.
What has been the biggest learning curve in your career?
Adapting to the rapid pace of technological change has been a significant learning curve. Keeping abreast of new technologies and understanding how they can be integrated into business operations to stay competitive has been both challenging and rewarding.
What do you believe is the most misunderstood aspect of your job?
Many people think that being a COO is mostly about overseeing day-to-day operations, but it’s much more strategic than that. A big part of the job is looking ahead—planning for the future, anticipating changes in the industry, and positioning the organization to take advantage of emerging opportunities.
How do you foster creativity and innovation within your team?
I encourage thinking outside the box by creating a safe space where all ideas are welcome. We hold regular brainstorming sessions and incentivize innovative ideas. This openness has cultivated a culture where innovation thrives.
What do you do to stay informed about industry trends?
I participated in relevant webinars and read extensively. Networking with other professionals in my field also provides valuable insights and helps me stay ahead of industry trends.
How do you handle the stress that comes with your position?
To manage stress, I maintain a strict personal regimen that includes regular exercise, service to others, meditation, and ensuring I have quality time with family and friends. These practices help me keep a balanced perspective and recharge.
Can you describe a pivotal moment in your career?
A pivotal moment was leading the transition to a fully integrated cloud-based operations platform. This move was crucial and required aligning various parts of our business. It was challenging, but ultimately it significantly enhanced our operational efficiency and client satisfaction.
What was the most rewarding part of being COO?
The most rewarding part was seeing the tangible results of our team’s hard work—whether it’s through our company’s growth, client successes, or the professional development of our team members. Knowing that I had a part in these achievements is incredibly fulfilling, but what the team was able to do together because of their goodness as people and because of their expertise was one of utmost blessings in my professional life.
What is your leadership style, and how has it evolved?
My leadership style is collaborative and supportive. I believe in empowering those we work with by delegating responsibility, encouraging autonomy and experimentation, and championing others successes. Over the years, I’ve learned the importance of adaptability and have become more flexible and empathetic in how I lead.
Looking forward, what are some goals you have for the next five years?
In the next five years, I plan to help other organizations improve their operations, continue to pursue some personal business opportunities, and be involved in helping start up a new business venture that will help small businesses improve their ability to be found and engaged within an increasingly crowded and competitive online marketing environment. I’ve started a new business, StateSource, focused on helping companies enter or grow their business within state government procurement opportunities. I also plan to be engaged in helping teach and mentor others serving as an adjunct professor in local colleges and university business and finance programs.
Finally, what does success look like to you?
Success professionally is not as valuable if one is not focused on personal success. Maintaining balance and contributing positively in others lives, thinking outside of self, and ensuring family relationships are strengthened provides the foundation upon which professional success can be built. That professional success aligns with organizational goals and helps build a team of excellence around you.