CATEGORIES
Entrepreneurial Mindset | Entrepreneurship | Leadership and Networking | People We AdmireOverview:
- LINK’s transformation from a local shop to a global firm, including the inspiration behind its name
- Michael’s childhood experiences and core values have influenced personal and professional development
- Understanding what being a ‘changemaker’ means and where this idea comes from
- Exploring anticipated trends that will shape the future of strategic communications and stakeholder engagement
1. What is the story or inspiration behind LINK’s name (Local Insight, National Know-how)?
The name LINK stands for Local Insight, National Know-how. When we started the firm, we were a small operation based in Washington, D.C. Our initial focus was on community engagement and communications with a hyper-local approach. Our concept was to blend local sensibility with national expertise. We knew this was aspirational at the start; we didn’t begin with a national or global presence. Instead, we started very locally.
Over time, we were invited to work on regional projects with school systems in the D.C. area and other parts of the country, like Austin, Texas. What we learned is that effective community engagement isn’t about us claiming to know more about a community than its own members. Our role is to bring our skills in engagement, social impact, and communication while empowering local experts. Recently, as we’ve expanded our work globally, we’ve realized that the framework of ‘Local Insight, National Know-How’ might be a bit narrow. We’re finding that local solutions and global perspectives need to be integrated more seamlessly.
2. How do you measure progress and growth? Are there any goals that you have set for yourself and your company (LINK)?
We’re deeply mission-driven here at LINK, every piece of work we take on goes through a rigorous evaluation matrix to ensure it aligns with our values and goals. We say no to projects that don’t meet these standards or don’t contribute to our larger community focus. Each year, around 30 to 40 percent of our work is either pro bono or at a reduced rate. We don’t just give away our work; we often trade it for mutual benefits, such as being a title sponsor at nonprofit events. This approach allows us to support causes we believe in while gaining valuable visibility.
I believe we’ve been presented with a false choice: either you work in the nonprofit sector to do good, or you work in the private sector to generate wealth. Most people, I think, want both—to make a positive impact and support themselves and their families. We wanted to test whether it’s possible to achieve both within the same business model. We need to generate revenue that supports fair compensation for our team to uphold our ethos and allow us to pursue our mission. This balance is a constant work in progress. When we started, some people thought our idea of “doing well and doing good” was charming but unrealistic. Now, being named one of Inc. Business Magazine’s fastest-growing companies four times has shifted that perception. It’s validating to see that our model works and that it’s possible to succeed in a competitive, capitalistic environment while staying true to our values.
3. What was the most memorable experience in growing a small business to a global one?
When I think about the work that keeps me motivated, I’m especially excited about the projects that extend our local efforts into a global context. Right now, we’re working on a cultural exchange between Washington, DC and Rio de Janeiro, which is both challenging and incredibly rewarding. In a month, we’ll be in Rio with a go-go band and muralists from DC. We’re planning to install a mural, do street performances, and present a G20 cultural house performance featuring go-go music, a unique form of music originating from DC. During our recent visit to Rio, we discovered that samba and go-go share similar drum patterns and historical roots. This realization sparked the idea for a cultural exchange that celebrates these shared elements, and it’s projects like these that truly excite me.
Another project that stands out for me is our work in the foster care and adoption space. The challenge we tackled was not just about increasing awareness but also addressing misconceptions and stereotypes around foster care. We aimed to recruit more foster families by portraying an authentic picture of who needs placement and why. Traditionally, campaigns have used images of cute babies to recruit foster parents, but this approach overlooks the reality of who is in the system and what their needs are. Our work involved using data and storytelling to shift this narrative and reveal the true picture. By doing so, we encouraged a more comprehensive and compassionate approach to foster care.
Similarly, in our campaigns on sexual health and wellbeing, we involved teenagers as creative directors. This approach made our campaigns more authentic and effective because it’s crucial to hear from those directly affected by the issues. When we empower communities to find their own solutions and then amplify those solutions, we create more meaningful and impactful change.
4. Could you tell us more about your childhood experiences, and how they have played out in shaping your personal and professional character over the years?
We all draw inspiration from somewhere. Growing up my mom and dad ran a small sporting goods and archery store in a tiny town in upstate New York. That early experience of a hands-on, small business environment left a big impression on me. After my parents divorced, my mom raised us and took on various jobs to support my sister and me. She was a house cleaner, then a school janitor, school cafeteria worker, and an aide on the special need’s bus. She never said it outright, but her actions taught me that every job mattered. I remember asking her why she did what she did, and she’d explain how keeping the school clean meant kids could learn better. She often knew more about the school’s operations than the superintendent because she was on the ground level. That’s a lesson we carry into our work today. In consulting, it’s easy for outsiders to come in with high salaries and fancy ideas, but we make it a point to engage with the staff and community organizers from the start.
I was the first in my family to go to college, and I ended up at George Washington University in D.C. with dreams of politics, influenced by shows like The West Wing. My first internship was unpaid, and I struggled with balancing experience with the need for income. This experience shaped our approach at LINK, where we ensure internships are paid to avoid excluding talented individuals who lack resources. I eventually became a community organizer in the Shaw neighborhood of D.C., working to support seniors amid rapid gentrifications. This role deepened my understanding of grassroots community work and highlighted the real people behind the city’s façade.
Despite aiming for a political career, I found myself excelling in community engagement and became the university’s first director of community affairs. This role led to the realization that there was a gap in professional services for effective community partnerships, sparking the idea for LINK. Many entrepreneurs are expected to say they did it all on their own, but that’s rarely the case. My success was heavily supported by others who took a chance on me.
5. What are your most important life values, and how have they contributed to the progression of your career?
My most important life values are deeply rooted in my personal and professional experiences. Family is at the core of everything for me. We have a six-year-old son who is the center of my world, and a supportive wife. We also have a multi-generational household with my mom living with us, which highlights the importance of family in our lives. Fairness and justice are values I hold dearly. I believe strongly in standing up for what is right, even though I understand that perfection is unattainable. It’s essential for me to strive for justice and fairness in all aspects of life.
Another significant value is the power of possibility and optimism. While I am aware of the world’s challenges and uncertainties, I firmly believe that operating from a place of possibility—rather than focusing on limitations—can drive progress and innovation. Of course, it’s important to acknowledge that we all have tough days and showing that it’s okay to struggle sometimes makes our approach more authentic. Creating a sense of belonging is also fundamental to me. Whether in our workplace or in the communities we serve, it’s vital that people feel they can bring their best selves and be valued for who they are. This goes beyond just diversity, equity, and inclusion metrics; it’s about fostering an environment where everyone feels they truly belong.
6. Have you had any mentors in your life? How did they influence who you are today?
I’ve been fortunate to have several influential figures in my life. One of the most significant is Bernard Demczuk. He has been a guiding presence and a true mentor during my formative years. Bernard hired me as an intern and, over time, I went from being his intern to his colleague and eventually his boss. His selflessness in stepping aside for me to advance was a profound example of mentorship. At LINK, we integrate mentorship into our performance reviews, emphasizing both how individuals mentor others and how they are mentored. With a team spanning generations—from 15 to 96, creating opportunities for cross-generational learning is essential. This approach ensures that everyone at LINK can benefit from and contribute to the collective knowledge and experience.
Lastly, I learn a great deal from my son. His fresh perspective and joy for life often remind me to appreciate the basics. Mentoring is a two-way street, and I value the continuous learning that comes from both my personal mentors and the people around me.
7. What’s the most challenging aspect of your work that people might not realize from the outside, and how do you ensure you overcome it?
As a founder and entrepreneur, I appreciate the chance to discuss the realities we face. Often, there’s an expectation to present a polished, perfect picture—just look at social media for the highlight reel. But the truth is, not everything is always going smoothly.
Entrepreneurship is about navigating both the highs and the lows while keeping our focus on our goals. One of the complexities I face is managing the financial backend of a growing business that operates in various locations. For instance, today has been non-stop with meetings, events, and interviews, and tonight, we have a dinner 90 minutes away that we’re hosting. Even though I’ve had a long day, it’s crucial for me to bring my best energy to each interaction. This aspect of the entrepreneurial journey is often overlooked—maintaining your best self even when you’re dealing with behind-the-scenes challenges.
I’m fortunate to work with a team that truly embraces this mindset. We emphasize being a firm of ‘yes, and’ which doesn’t mean we agree to everything without consideration. Instead, it means we approach challenges with an open mindset, exploring possibilities and delving deeper into client requests. If we respond with a flat ‘no,’ the conversation often ends there. But by saying ‘yes, and’ we keep the dialogue going and explore new opportunities. It’s not always about saying yes, but about engaging in a constructive way.
8. Is there anything you would have done differently if you had the opportunity to go back in time?
There are actually so many things I would have done differently. When I started out, like many founders, I was convinced I had the best plan. I brought in a team that I hoped would share my vision, and when someone left or questioned my methods, I took it personally. I felt like, “I built this. How can you not want to be part of it forever?” But that mindset was quite narrow. It took me time to realize that not everyone shares the same level of passion or commitment. It’s unfair to expect everyone to have the same drive I did.
Another challenge was second-guessing my decisions and seeking external validation. I often turned to more “experienced” professionals, only to find that their approaches, shaped by their experiences at large firms, didn’t always align with why I started my own firm. I went through a phase of trying to mold the company in ways that didn’t fit with our original vision. Eventually, I learned the importance of confidence in my own strengths while acknowledging areas where I needed support. I started to focus on building a team that brought diverse skills and perspectives. One significant step in correcting my earlier mistakes was bringing in an executive coach, Karen Galvin. I met Karen when I was 15, and she’s been a mentor ever since. When I started my firm, I asked her to help facilitate a team retreat, and she agreed. Fourteen years later, Karen still coaches every member of our team. This approach has become a core benefit of our company, allowing everyone to discuss their career paths and professional growth openly. This has led to higher retention, greater employee satisfaction, and a healthier work environment.
9. What are your plans for the near future and is there anything that you are worried about/fear?
Being an entrepreneur is a constant mix of excitement and anxiety and balancing both is crucial. Our approach to growth has always been organic and intentional, focusing on scalability and sustainability rather than hitting arbitrary benchmarks. One key principle for us has been to operate slightly over capacity. This strategy helps us avoid the difficult decision of laying people off during downturns, which is a common challenge in the consulting industry due to its cyclical nature.
Over the past 14 years, we’ve managed to fully avoid layoffs due to lack of revenue, which is quite rare in our field. Maintaining this balance means sometimes we have more work than our team can handle, and other times we have more staff than current work demands. As long as we keep this balance, the model works well. However, when it’s out of balance, it can be quite stressful and sleepless nights become inevitable. Scaling our model while preserving this balance is one of the biggest challenges we face.
Last year was a record year for us—our most profitable year ever by a significant margin. While achieving two record years in a row is incredibly challenging, and this year won’t match last year’s exceptional results, it’s important to navigate this transition thoughtfully. The drop from a record year to a more normal one can be intimidating, especially when you’ve made staffing and investment decisions based on the previous year’s success.
As we grow, maintaining the nimbleness we had as a smaller firm becomes harder. This growth requires us to carefully consider both scalability and sustainability. It’s easy to focus on growth, but without planning for sustainability, that growth can be precarious. We’ve learned that even if growth happens more slowly, it’s more lasting when it’s done with a focus on long-term sustainability.
10. You describe yourself as a changemaker. What does that mean to you and where does this idea come from?
I love the term “changemaker.” It’s a concept we embraced through our work and something we didn’t create but have come to deeply appreciate. The idea that a person’s agency can transcend their title is powerful. You can be a changemaker regardless of your official position or credentials. One of the initiatives we launched to reflect this idea is our Changemaker Series. You can find some of the stories on our website. The series is all about showcasing individuals who are doing remarkable work and making a real impact.
A standout moment for us was in 2020 with a discussion we organized titled “Equity Must Be More Than a Buzzword.” We had proposed this panel for South by Southwest EDU, featuring a diverse group: someone from JP Morgan Chase working on their Advancing Black Pathways banking initiative, a representative from the Aspen Institute launching a center on belonging, the president of Houston Tillotson University, and the head of diversity and supplier affairs from Walmart. It was set to be a compelling conversation on making equity a substantive part of our work, rather than just a buzzword. Then the pandemic hit, and South by Southwest was one of the first major events to be canceled. With the panel canceled, I decided to convene the speakers for a Zoom discussion with the same name instead. To our surprise, something like 16,000 people tuned in live. That moment highlighted a real need and potential for connecting changemakers, leading to the development of our Changemaker Series.
Now, we host Changemaker Series dinners in cities where we operate. These events bring together people doing extraordinary work—community organizers, government officials, academics, and others. During these events, we saw the impact of connecting different perspectives. To me, being a changemaker is about finding these opportunities to connect people, address mismatches, and create authentic solutions. It’s about leveraging connections to make a real difference, regardless of titles or formal roles.
11. What trends or developments do you foresee shaping the future of strategic communications and stakeholder engagement?
When we launched our business, the concept of a hyperlocal engagement firm was unprecedented. At the time, Washington had plenty of marketing, PR, advertising, and government affairs firms, but no one was focusing on community engagement in the way we envisioned. This either meant it was a niche with little potential or that the model was still to be developed. We saw it as an opportunity to pioneer a new approach. Starting out, we positioned ourselves as a communications and engagement firm because people understood communications and had established methods for procuring those services. Nonprofits had limited budgets, for-profits were skeptical, and government entities struggled with how to even categorize our services. By framing ourselves within the familiar territory of communications, we navigated these initial hurdles.
As we’ve evolved, we’ve found our unique position at the intersection of community engagement and communications. Today, many major consulting firms and institutions have developed their own community engagement and corporate social responsibility functions. This shift means that while we may not be defining the space as we once were, we remain focused on our strengths and continue to refine our approach rather than diversifying into areas outside our core expertise.
Another significant trend is the impact of artificial intelligence. While AI offers tremendous potential for increasing productivity and transforming industries, it’s important to recognize that it cannot replace the nuanced, localized understanding that human input provides. We must strike a balance where AI enhances our capabilities without overshadowing the essential human element. While technology can advance rapidly, it’s not infallible. The human touch remains crucial, and technology should complement rather than completely replace it.
Conclusion:
Michael’s journey reflects a deep-rooted commitment to community, collaboration, and meaningful impact. Guided by values of family, fairness, and optimism, LINK has grown from its beginnings in Washington, D.C., to a global presence, bridging local insights with national and international solutions. Michael and LINK’s story is a testament to the power of hard work, collaboration, and the unwavering belief in creating a better, more inclusive world.