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Experience Is the Only True Teacher

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By Elliott Broidy

There is a tendency to equate education with credentials. Degrees, certifications, and institutional affiliations are often treated as proxies for knowledge and capability. They have value, but they are not the same as learning.

Real education begins with curiosity. It is driven by a willingness to ask questions, test assumptions, and engage directly with the world rather than observe it from a distance.

That mindset cannot be conferred by a diploma. It has to be developed through experience.

Some of the most valuable business lessons are learned in the simplest settings. Running a lemonade stand for a summer teaches pricing, customer behavior, supply management, and accountability in a way that no textbook can fully replicate. When you are responsible for every decision, even on a small scale, the feedback is immediate and unfiltered. You learn what works and what does not because the outcome is yours to own.

Experience has a way of clarifying priorities. It forces you to confront tradeoffs, manage uncertainty, and adapt in real time. There is no curve to rely on and no abstraction to hide behind. Results are not theoretical. They are tangible, and they matter.

This does not diminish the importance of formal education. Structured learning provides a strong foundation and exposes individuals to ideas they might not encounter on their own. But it is only one part of a much larger process. Without practical application, knowledge remains incomplete.

The most effective builders, operators, and leaders tend to share a common trait: they engage directly. They take on responsibility early, seek out real-world challenges, and treat every experience as an opportunity to refine their judgment. Over time, that accumulation of hard-won experience becomes a form of expertise that is difficult to replicate in any classroom.

Curiosity initiates the process, but action sustains it. The willingness to get your hands dirty, to try, to fail, and to try again is what ultimately transforms information into understanding.

Education, in its most meaningful form, is not something you complete. It is something you continue.

Elliott Broidy is the Chief Executive Officer and Chairman of Broidy Capital Holdings, LLC, a private equity investment firm specializing in AI-driven public safety software. He is also the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

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Your Word Is Your Brand

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Envy is a Waste of Energy. Build, Don’t Compare.

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By Elliott Broidy

Envy is one of the most unproductive, insidious habits we allow to take root in our thinking. It consumes attention, distorts perspective, and quietly redirects energy away from the only place it can make a difference: our own work. It fixates on outcomes while ignoring the process that produced them.

It is easy to look at someone else’s success and see only the finished product. The recognition, the wealth, the influence, the apparent ease. What is rarely visible is the long stretch of effort that came before it. The early mornings when no one was watching. The failed attempts that never made it into the story. The discipline required to keep going when the future was uncertain and results were far from guaranteed.

The harvest is always more visible than the planting.

When envy takes hold, it encourages a passive posture. It keeps your attention fixed outward, measuring your position against someone else’s results. That comparison does nothing to move you forward. It creates frustration without offering a path to improvement. It is a loop that leads nowhere. I would argue that it is disastrous for one’s mental health and overall well-being.

A more useful approach is to shift the focus from what someone has to how they got there. Success leaves clues, but only for those willing to study it honestly. That means looking beyond the surface and examining the habits, decisions, and tradeoffs that made the outcome possible. It means recognizing the sustained, deliberate effort over time that went into the successful outcome.

This kind of focus requires humility. It asks you to accept that achievement is rarely accidental and almost never immediate. It also requires responsibility. If you want a similar result, you must be willing to adopt the behaviors that lead to it, even when they are difficult or inconvenient.

There is also a quieter benefit to letting go of envy. It clears mental space. It allows you to concentrate fully on your own path, your own opportunities, and your own standards. Progress becomes a function of your actions rather than your comparisons. Over time, that shift compounds.

Everyone has access to the same fundamental choice. You can spend your energy resenting what others have built, or you can invest that energy in building something of your own. One path leads to stagnation. The other, while demanding, offers the only real chance at growth.

The work is always in the sowing. The results follow from there.

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest in, and in some cases manage as CEO more than 160 companies over his four-decade career. He has given extensively to support the Jewish community and other causes during his career. He currently is the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

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Composure Is the Real Competitive Advantage

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By Elliott Broidy

Success in business is often framed as a function of intelligence, credentials, or rare insight. There is a tendency to believe that the people who win are operating with some superior mental model or hidden brilliance. In reality, many outcomes are decided by something far more accessible: composure and steadiness.

Markets move on sentiment as much as fundamentals. Teams rise and fall based on morale as much as strategy. In both cases, the ability to remain calm while others react impulsively creates opportunity. When people panic, they compress timelines, abandon long-term thinking, and make decisions designed to relieve pressure rather than create value. That is often when the best assets are mispriced, the best ideas are dismissed, and the best opportunities are overlooked.

Composure allows you to operate on a different clock. Instead of being pulled into the urgency of the moment, you can differentiate between signals and noise — a skillset that is more and more necessary in our age, when the noise is incessant. That clarity compounds over time. It shows up in better capital allocation, more thoughtful hiring, and a willingness to stay the course when others are looking for an exit.

The same principle applies in moments of success. When things are going well, the temptation is to celebrate too early or assume that momentum will carry forward on its own. Discipline matters just as much on the upside. Staying measured during periods of growth creates space to evaluate risks, reinforce what is working, and prepare for the inevitable shifts that follow any period of expansion.

Emotion is not a negative thing. The point I am making is that it should be harnessed appropriately so that decisions are driven by judgment. Founders and executives operate in environments where uncertainty is constant and stakes are high. In that setting, the ability to stay composed is a strategic asset. It affects how others perceive you, how teams respond under pressure, and how consistently you can execute. During the most stressful times, your teams will look to you to lead them, and what they will want to see is a leader who is calm and collected.

There is also a practical advantage. Emotional volatility is exhausting. It leads to decision fatigue and erodes focus. A more grounded approach conserves energy for the moments that really require decisive action. Over time, that consistency becomes a differentiator that is difficult to replicate.

Business rewards those who can see clearly when others cannot. That clarity comes from maintaining perspective when conditions are at their most chaotic. The edge is not in having perfect foresight. It is in having the discipline to act rationally when it matters most.

In a competitive environment, small advantages compound. Composure is one of the few that is entirely within your control.

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest in, and in some cases manage as CEO more than 160 companies over his four-decade career. He has given extensively to support the Jewish community and other causes during his career. He currently is the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

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Life Is Sales

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By Elliott Broidy

There’s a hard truth that most people resist until experience forces them to confront it: learning how to sell is the only skill that reliably ensures you can create opportunity, regardless of circumstance. Life is sales.

That idea makes some people uncomfortable because “sales” has been mischaracterized for decades. It conjures images of manipulation or pressure, as if success comes from talking someone into something they don’t need. The reality is that the ability to sell is the ability to communicate value clearly, build trust over time, and align what you offer with what others genuinely need.

Every day, whether you acknowledge it or not, you are selling.

You sell your ideas in meetings, your judgment in moments of uncertainty, and your credibility when others decide whether to follow your lead. You sell your skills when you interview for a role, negotiate a deal, or ask for responsibility. You sell your character in quieter ways too-through consistency, reliability, and how you handle setbacks when no one is watching.

The people who understand this move through the world with agency. They recognize that outcomes are rarely accidental and that influence is built, not granted. They invest in learning how to listen before they speak, how to frame ideas in a way that resonates, and how to deliver on what they promise. Over time, that combination compounds into trust, and trust is the foundation of every meaningful transaction, whether in business or in life.

Those who dismiss sales often do so because they misunderstand it. When you reject the responsibility to advocate for your own ideas, your own work, and your own direction, you leave those decisions to others who are more willing to step forward. The result is not neutrality; it is a quiet forfeiture of control.

In business, this distinction is obvious. Companies that can articulate their value clearly earn customers, partnerships, and capital. Leaders who can align teams around a shared vision build organizations that endure. In personal life, the same principle applies. Relationships, opportunities, and advancement all flow from your ability to communicate who you are, what you bring, and why it matters.

This is not about becoming someone you are not. It is about developing the discipline to express who you are with clarity and conviction. It is about understanding that credibility is earned through consistency and that persuasion is strongest when it is grounded in truth.

Learning to sell, in its most fundamental sense, is learning to take responsibility for your outcomes. It requires humility to refine your message, resilience to face rejection, and the patience to build trust over time. It also provides something invaluable: the confidence that you can create momentum even when conditions are uncertain.

The marketplace rewards those who can connect value with need. That marketplace extends far beyond commerce-it shapes careers, ideas, and institutions. When you embrace that reality, you stop waiting for permission and start building leverage.

Life is sales. Once you understand that, you begin to see opportunity where others see obstacles, and you gain the ability to move forward on your own terms.

Elliott Broidy is the Chief Executive Officer and Chairman of Broidy Capital Holdings, LLC, a private equity investment firm specializing in AI-driven public safety software. He is also the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

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Business Growth by Subtraction: Why Simplicity Drives Profitability

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By Elliott Broidy

In business, growth is often equated with expansion. Companies introduce new product features, pursue additional markets, hire aggressively, and layer on new initiatives, assuming that more activity will translate into higher revenue and stronger performance.

However, over decades of building and investing in companies, I have found the opposite to be true. In fact, sustainable business growth frequently comes from disciplined subtraction rather than constant addition.

As organizations scale, complexity compounds – often in ways that are not immediately obvious. Product lines broaden beyond what customers truly value. Internal processes multiply in the name of optimization. Management structures become more elaborate as teams grow. Over time, this accumulation of well-intentioned additions can dilute strategic focus, compress profit margins, and slow execution. Complexity rarely announces itself as a threat, yet it quietly undermines operational efficiency and long-term profitability.

Growth by subtraction begins with a clear assessment of what drives enterprise value. Every company has a core set of products, services, and capabilities that generate the majority of its revenue and competitive advantage. Leaders who are committed to scalable growth should examine their business through the lens of that core engine. They must evaluate which offerings deliver strong margins, which markets align with long-term strategy, and which initiatives meaningfully contribute to customer loyalty and brand strength. Anything that falls outside those parameters deserves careful scrutiny.

In many cases, narrowing the scope of operations actually strengthens financial performance. Streamlining product portfolios allows teams to concentrate resources on high-demand, high-margin offerings. Exiting peripheral markets can reduce overhead and sharpen brand positioning. Simplifying pricing and service structures often improves the customer experience while enhancing predictability in revenue. By removing distractions, companies create the conditions for more disciplined capital allocation and clearer accountability.

Operational simplicity is equally important. As companies grow, reporting lines, approval processes, and technology systems often expand without sufficient coordination. The result can be overlapping responsibilities, slower decision cycles, and unnecessary expense. Leaders who prioritize subtraction regularly review their organizational design and internal systems to ensure they support agility rather than hinder it. When teams understand their roles, decision rights are clearly defined, and tools are aligned with strategy, execution becomes more efficient and more profitable.

Strategic restraint in accepting new opportunities is another dimension of growth by subtraction. Not every acquisition strengthens a company’s core competencies. Not every partnership enhances long-term competitive advantage. Effective CEOs recognize that focus is a growth strategy. By declining initiatives that distract from primary objectives, they preserve energy and capital for the opportunities that truly matter.

Investors and markets reward companies that demonstrate such operational discipline and margin expansion. A business that knows what it is – and what it is not – commands greater confidence than one that chases every available opportunity. Growth by subtraction reflects clarity of purpose, disciplined leadership, and a commitment to sustainable profitability.

In my experience, enduring success comes from refining rather than accumulating. When leaders eliminate efforts that do not advance their mission, they can amplify those that do. Simplicity, applied with rigor and intention, becomes a powerful driver of scalable business growth and long-term value creation.

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest in, and in some cases, manage as CEO, more than 160 companies over his four-decade career. He has given extensively to support the Jewish community and other causes during his career. He currently is the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

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The Discipline of Strategic Restraint in Business

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By Elliott Broidy

Entrepreneurs are rewarded for movement. The instinct feels natural: respond quickly, pursue openings, fix problems immediately, and keep momentum visible. Early in a career, activity often becomes a proxy for leadership because motion reassures teams, investors, and customers that progress is happening. Yet movement does not equate to judgement.

After building and investing in companies across different cycles, I’ve found that many defining outcomes in business come from decisions to wait, not decisions to press forward. Early in a career, urgency feels like opportunity. With experience, it becomes easier to see how often urgency is simply noise.

What once appeared fleeting begins to repeat in familiar patterns. Meanwhile, resources like attention, credibility, and capital prove far less renewable than opportunity itself.

Businesses rarely suffer because a leader paused to understand a situation more fully. They struggle when action substitutes for prudence. Expansion begins before demand stabilizes, hiring fills anxiety rather than a defined need, strategy pivots after a single rough quarter, and competitors dictate priorities simply by being loud. Each choice feels justified in isolation, yet over time, they compound and an organization drifts from its advantage.

Restraint protects optionality, and optionality creates leverage. When a company commits prematurely, it exchanges flexibility for the comfort of certainty. The relief is temporary, but the consequences persist.

Waiting enables reality to reveal itself — how customers actually behave, which trends endure, which costs prove fixed, and which competitors fade once attention moves elsewhere. Decisions made with fuller context require fewer corrections later, and those corrections are costly in both morale and money.

Timing therefore becomes a core operating skill. There are moments that demand immediate action, especially when integrity, safety, or continuity is at risk. Those situations are rarer than they feel. Most pressure in business is generated by noise, not signal. Leaders who react to every disturbance gradually complicate their own operations until complexity outpaces growth.

Over time, missed opportunities stop feeling like losses and start looking like preserved focus. The question shifts from “Can we do this?” to “Does this improve our long-term position?” When waiting strengthens that position, restraint is a strategic choice rather than a passive one.

Companies are built by what leaders pursue, but they endure through what they have the discipline to decline.

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest in, and in some cases, manage as CEO, more than 160 companies over his four-decade career. He has given extensively to support the Jewish community and other causes during his career. He currently is the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

 

Four key things discipline requires for success: Consistency, Focus, Self-control, Commitment. help individuals set and achieve goals, manage time effectively, and build positive habits.

Why Discipline Matters More Than Motivation

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By Elliott Broidy

Motivation is often celebrated as the engine behind success. We are told to find it, nurture it, and rely on it to carry us through difficult work. But motivation is a feeling, and feelings are fleeting. Some mornings bring energy and focus, while others arrive with fatigue or distraction. When progress depends on motivation, productivity rises and falls with the emotional rhythm of the day and week.

Discipline provides a more reliable foundation.

Discipline reflects a decision about how one approaches responsibility. It means committing to the work that must be done regardless of whether the moment feels particularly inspiring. In practice, it is the willingness to begin the task in front of you without waiting for the perfect mood or ideal conditions.

Over time, this approach produces something more valuable than occasional bursts of energy: consistency.

Most meaningful achievements are the result of steady effort repeated over long periods of time. Businesses are built through thousands of ordinary decisions made well. Athletes improve through training sessions that look remarkably similar from one day to the next. Successful professionals across every field rely on routines that allow them to move forward even when enthusiasm fluctuates.

Routine plays an essential role in strengthening discipline. When a structure exists for how the day unfolds, many of the small internal debates disappear. Instead of deciding whether to begin, the individual simply follows the schedule that has already been established. This reduces friction and distraction and conserves energy for the work.

With repetition, these habits become part of a broader rhythm. What once required deliberate effort gradually becomes standard practice.

There is also an interesting side effect to this process. Consistent action often produces the very motivation people believe they need to start. Progress creates momentum, and momentum reinforces the desire to continue. The satisfaction of completing meaningful work often restores the sense of energy that seemed absent at the beginning of the day.

For many leaders and entrepreneurs, this lesson becomes clear over time. Success rarely depends on extraordinary moments of inspiration. It more often reflects the quiet discipline of returning to the work each day with patience and focus.

Feelings will always shift. Discipline offers stability and direction in the face of that change.

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest in, and in some cases, manage as CEO, more than 160 companies over his four-decade career. He has given extensively to support the Jewish community and other causes during his career. He currently is the Co-Chair of the Fund to End Antisemitism, Extremism and Hate which supports the Auschwitz Research Center on Hate, Extremism and Radicalization (ARCHER) at House 88, an initiative of The Counter Extremism Project.

Elliott Broidy ABC Money

Inside the Mind of an Investor: Elliott Broidy on Spotting the Next Big Opportunity

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This interview was originally published in ABC Money on July 19, 2025:

Inside the Mind of an Investor: Elliott Broidy on Spotting the Next Big Opportunity

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest in, and in some cases, manage as CEO, more than 160 companies over his four-decade career. Since 2014, he has focused on technology businesses (including, more recently, AI) in the defense intelligence, homeland security, public safety, and law enforcement sectors. He is the Chairman and CEO of Broidy Capital Holdings, LLC, founded in 2022 in Boca Raton, FL, and its predecessor, Broidy Capital Management, headquartered in Los Angeles from 1991 to 2022.

Q: Your investment career spans more than four decades. How has your approach to evaluating opportunities evolved over time?

Elliott Broidy: My evaluation process has evolved significantly over the years. When I first started, I was primarily focused on traditional metrics like market size and growth potential. Those elements still matter, of course, but experience has taught me to look more deeply at three critical factors.

First, I examine whether the technology meaningfully enhances human capabilities rather than trying to replace them entirely. Second, I assess how flexible the solution is—can it adapt to emerging threats and changing operational needs? And third, perhaps most importantly, I analyze whether the team understands both the technical and operational aspects of their solution.

I’ve found that the most successful investments come from teams that deeply understand the day-to-day realities of their end users, not just the technology they’re developing.

Q: Since 2014, you’ve focused primarily on technology businesses in defense, intelligence, and public safety. What drew you to these sectors specifically?

Elliott Broidy: The catalyst was 9/11. That event fundamentally changed my priorities, my interests, and where I felt I had to direct my businesses and attention. I felt a calling to dedicate all of my skills, resources, and energy toward the public safety, defense, and security industries.

I found myself profoundly motivated in those dark days to protect not only the United States but our allies. Since that time, that has been my professional focus. I believe these sectors represent not just business opportunities but areas where investment can make a meaningful difference in protecting lives and strengthening our communities.

Q: How do you balance innovation with practical implementation when evaluating security solutions?

Elliott Broidy: The truth is, the most innovative solution isn’t always the most effective one. I’ve learned that successful implementation often comes down to understanding the operational environment where the technology will be used.

I always tell my teams that a slightly less sophisticated solution that works seamlessly within existing systems is far more valuable than a cutting-edge technology that creates operational friction. It’s about finding the sweet spot between pushing technological boundaries and ensuring practical, day-to-day usability.

Q: What role do you see AI playing in investment opportunities, particularly in defense and public safety?

Elliott Broidy: AI’s potential in defense and public safety goes far beyond what most people imagine. The real power lies not in replacing human judgment, but in enhancing our ability to process and understand vast amounts of information in real time.

For instance, when analyzing large datasets, AI can quickly identify patterns and anomalies that would take human analysts weeks or months to discover. But the key is maintaining the right balance—AI should augment human expertise, not attempt to replace it. This means developing systems that provide actionable insights while leaving critical decision-making in human hands.

Q: How do you determine if a founding team has what it takes to succeed?

Elliott Broidy: I look for teams that combine technical innovators with people who have deep operational experience in the field. The most successful ventures I’ve seen have founders who understand both the technology and the real-world environment in which it will be deployed.

I also assess their resilience. Success doesn’t come without setbacks, for anybody, in any field. But it’s about the mindset with which you confront it. Do you let the setbacks define you, or do you perceive them as opportunities to grow and to thrive?

It’s also important to evaluate whether founders can delegate effectively. Highly ambitious and highly driven people often have difficulty doing this. They want to do it all. But you can’t, it’s simply not possible, and you will burn out if you try. Assembling a team that you can trust, and then delegating to that team, is essential for long-term success.

Q: Looking ahead, which emerging technologies or trends do you find most promising for investment?

Elliott Broidy: We’re entering an incredibly dynamic period in defense technology investment. The pace of technological change continues to accelerate, and we’re seeing new threats emerge that require innovative solutions.

Generative AI is moving fast—and it’s reshaping industries at every level. Quantum computing is transitioning from theory to real-world use cases. We’re on the edge of breakthroughs that could unlock processing power beyond anything we’ve seen.

But regardless of the specific technology, the key to success will be maintaining focus on real-world impact rather than just technological advancement. The most effective investments will be those that enhance existing capabilities while enabling new ones, always with an eye toward actual operational needs. The companies that succeed will be those that can adapt quickly to emerging threats while maintaining the reliability and integration capabilities that this sector demands.

Elliott Broidy office

Meet Elliott Broidy

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This profile was originally published on ShoutOut Miami on May 29, 2025.

We had the good fortune of connecting with Elliott Broidy and we’ve shared our conversation below.

Hi Elliott, what habits do you feel play an important role in your life?
The habits that have contributed to my success are deeply rooted in perseverance, resilience, and a strong ability to stay focused on long-term goals. As an entrepreneur, challenges are inevitable, and it’s the grit to push through adversity that keeps me moving forward. Whether it’s navigating market shifts, overcoming financial hurdles, or learning from missteps, grit has been essential in maintaining the drive to continue building and growing my businesses.

Resilience allows me to quickly recover from setbacks and adapt my approach when things don’t go as planned – which happens often. This adaptability and willingness to learn from failure are crucial to staying competitive in the entrepreneurial world.

In addition to personal perseverance, effective leadership and team management habits have been integral to my success as an entrepreneur.

Delegation has allowed me to scale my businesses by entrusting tasks to people with the expertise and passion to execute them well. In a startup environment, where resources are often limited, the ability to trust my team members and leverage their strengths is critical.

Building a culture of trust ensures that my team feels empowered, which boosts motivation and fosters creativity. This collaborative environment, paired with a relentless focus on our shared vision, has allowed us to turn challenges into opportunities.

Tenacity, combined with the ability to build a strong, cohesive team, has been fundamental to overcoming the hurdles that every entrepreneur faces. It’s clear that success is not just about individual effort; it’s about having the right mindset and the right people beside you on the journey. No man is an island.

Can you give our readers an introduction to your business? Maybe you can share a bit about what you do and what sets you apart from others?
Throughout my career, I’ve had the privilege of building and investing in over 160 companies. Each venture has brought its own challenges, but the throughline has always been a relentless focus on creating value, solving complex problems, and pushing the boundaries of innovation. Over the decades of my professional career, I’ve learned that success doesn’t come from simply following trends – it comes from anticipating the future and positioning yourself at the cutting edge of emerging needs.

My decision to focus on defense, intelligence, homeland security, public safety, and law enforcement was deeply influenced by the seismic impact of the 9/11 attacks. I knew then that I had to do whatever it was in my power to do to defend the United States and its allies from those who wish us harm.

What sets my approach apart is a blend of strategic foresight, a passion for disruptive innovation, and a commitment to solving real-world problems. I’m not just interested in building companies; I’m focused on building organizations that create meaningful impact for people. The AI technologies and systems we are developing today are at the heart of transforming sectors like defense and law enforcement – improving how we protect societies, secure critical infrastructure, and respond to emergencies. We’re empowering decision-makers with real-time insights, automating complex tasks, and enabling smarter, safer operations across the globe.

The journey to where I am today hasn’t been easy. No entrepreneur’s path is easy – brutal difficulty is baked in. I have faced countless challenges, from navigating the complexities of regulatory landscapes to managing the demands of rapidly growing teams. The constant evolution of technology means that you have to remain agile, always learning and adapting. You can’t stand still. There have been moments of failure along the way, but I perceive them as essential stepping stones that provided lessons that I’ve carried into every new venture. Perseverance is key. The ability to pivot, learn from setbacks, and stay focused on the larger vision has been vital.

One of the most valuable lessons I’ve learned is the importance of surrounding yourself with a great team. As an entrepreneur, you may have the vision, but it takes a team of brilliant, motivated individuals to turn that vision into reality. I’ve always focused on building teams with diverse skills and perspectives. Without effective collaboration, you will burn out.

Another lesson is understanding the value of timing. Even the most innovative ideas can falter if the market is not ready for them. My success has been as much about timing as it has been about innovation. You have to know when to push forward with bold initiatives and when to wait for the right moment to capitalize on evolving trends.

What I want the world to know about me and my brand is that I am committed to building companies that matter – organizations that are on the forefront of solving the most pressing problems of our time. And while business is a passion of mine, it’s the broader societal impact that drives me every day. The journey is never easy, but with the right vision, team, and resilience, I believe we can change the world for the better.

Let’s say your best friend was visiting the area and you wanted to show them the best time ever. Where would you take them? Give us a little itinerary – say it was a week long trip, where would you eat, drink, visit, hang out, etc.
I’m a lifelong fisherman. My love for the sport began when I spent one of my summers during high school working as the deckhand on a two-person, 28-foot, aluminum, commercial fishing boat. We fished for salmon out of Winchester Bay off the Oregon coast.

So, when my friends visit me in Florida for a weekend, my first thought is always to take them deep sea fishing off the Miami coast. A friend of mine has a beautiful 46-foot Valhalla sportfishing boat moored at the Dinner Key Marina in Coconut Grove. We go out in the morning to catch yellowtail, jacks and a variety of snapper. It’s always a fun and relaxing experience and everyone has a great time.

When we’re done, we clean up at my friend’s condo in South Beach. Then we go to dinner at Carbone Miami, a fantastic New York Italian restaurant, that opened a location in Miami a few years ago. The food, wine, and service are consistently great. The ambience is fantastic. No matter how much my friends and I have eaten, we always have room for one or more of their fabulous desserts. When we return to my home in Boca Raton, it’s time for cigars and Macallan. Now that’s what I call a perfect day.

The next day it’s time to enjoy time with our wives, so we head to Miami’s amazing design district where all the great luxury brands are sold, and we add some special pieces to our wardrobes. Then we head back to Boca, this time for dinner at another great New York restaurant – Gallagher’s Steak House. The bone-in filet is spectacular, the sides are amazing, and the wine is superb.

Next morning, we all take a hike around the community I live in and have a fantastic brunch. Fun times and great food with friends. It’s my way of resting and rejuvenating for the week ahead.

Who else deserves some credit and recognition?
I’m deeply thankful for my wife, Robin. She’s been my confidante, my true partner, and a constant source of clarity and strength. From the earliest days of my career, during pivotal and often difficult moments, she encouraged me to trust myself and stay the course. Her guidance has shaped not just my business decisions, but every part of my life. I truly couldn’t have done it without her.

Robin’s legal background and her leadership experience as a senior executive at 20th Century Fox give her a distinct and valuable perspective. She brings a sharp, analytical mind combined with a creative approach to our conversations, often helping me reframe challenges in ways I hadn’t considered. Beyond her insight, it’s her steadfast support, through every high and low, that has given me the confidence to take risks and push forward.

What I admire most about Robin is how she blends realism with empathy. She has a clear-eyed understanding of business, yet never forgets the human element behind every decision. That balance has profoundly influenced my own approach, both professionally and philanthropically. She’s shown me that true success is measured not just in profits, but in the positive impact we create in the lives of others.

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