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July 14 2026

Why Judgment Will Matter More Than Intelligence in the AI Era

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As artificial intelligence makes raw analytical power abundant, the scarce – and decisive – executive asset will be judgment.

This piece was originally published in C-Suite Quarterly.

By Elliott Broidy / July 10, 2026

For most of my career, intelligence was the quality businesses competed hardest to acquire. Firms chased the smartest graduates, assembled teams of specialists, and accumulated proprietary knowledge wherever they could find it. Information itself was a competitive advantage, and the organizations that knew more — about markets, about counterparties, about risk — tended to win.

Artificial intelligence is changing that equation.

Why Intelligence Is Becoming Abundant

Today’s systems can draft reports, summarize research, analyze financial statements, write code, and generate strategic options in seconds. As those capabilities spread to every desk in every company, access to information and analytical horsepower is becoming democratized. Intelligence, in the sense most organizations have prized it, is becoming abundant. What will remain scarce is judgment.

What Judgment Actually Is

Judgment is the capacity to determine which information actually matters, which recommendations to trust, and which course of action best serves an organization’s long-term interests. It is not the same as raw processing power, and it cannot be reduced to pattern recognition. It draws on experience, context, values, and a hard-won understanding of how people behave under pressure. It is, in the end, the difference between knowledge and wisdom.

Where AI Stops and Judgment Begins

Consider an acquisition. I have spent much of my career evaluating businesses and the people who run them, and I can tell you that a model is now perfectly capable of surfacing innumerable plausible targets, complete with comparable transactions and a defensible valuation range. What it cannot do is read the integrity of a founder across a negotiating table, sense whether two cultures will actually fit once the buzz of the announcement wears off, or know whether this is the right moment to move. It can generate options. It cannot own the consequences of choosing one.

The same is true of nearly every consequential decision an executive makes. Leaders are forever balancing competing priorities: growth against risk, near-term performance against long-term investment, shareholder expectations against employee morale, the pull of innovation against the value of stability. These calls rarely have an objectively correct answer waiting to be calculated. They require judgment — and the willingness to be accountable for it.

Judgment Is Earned, Not Automated

Judgment is also earned. It accumulates through successes and failures, difficult conversations, setbacks no one saw coming, and years of watching how decisions actually unfold once they leave the room. It is shaped by character as much as by experience. Integrity, humility, curiosity, and a genuine willingness to question one’s own assumptions all make for better judgment. There is no shortcut, and I have never met a leader who developed it any faster than the rest of us.

Why AI Raises the Value of Human Judgment

Here is the irony worth sitting with: AI may raise the value of these human qualities rather than diminish it. When everyone has access to the same tools and the same information, advantage no longer comes from producing answers. It comes from asking sharper questions, interpreting results wisely, and making sound decisions in conditions of real uncertainty. The technology levels the analytical playing field. It throws the weight back onto the things that were never going to be automated. I have seen this firsthand in my own work on innovation in public-safety technology, where AI can surface possibilities at remarkable speed, yet the decisions that carry real consequences still come down to human judgment.

Elliott Broidy on the Leaders Who Will Thrive

The leaders who thrive in this era will not necessarily be the ones who lean on artificial intelligence the hardest. They will be the ones who pair its capabilities with distinctly human strengths — wisdom, ethical reasoning, empathy, and the nerve to make a hard call when no algorithm can tell them what is right.

In the years ahead, intelligence will continue to commoditize. Judgment will not. For those of us entrusted with leading organizations through uncertainty, it may prove the most valuable asset of all.

Elliott Broidy is an entrepreneur who has used his extensive experience and talent to found, invest, 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.

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July 13 2026

Elliott Broidy on What an AI Assistant Can Do for Executives

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By Elliott Broidy

For years, the concept of an AI assistant would have felt like something out of science fiction. Today, it has become a matter of course — and for many executives, a necessity.

Beyond Chatbots: What AI Assistants Actually Do

When most people think about AI, what comes to mind is chatbots like ChatGPT that answer questions or generate content. Those applications are useful, but they only scratch the surface of what AI can do. AI is not only a tool that can synthesize massive reams of information; it can also be leveraged to help manage tasks, organize information, and streamline daily work.

For executives, entrepreneurs, and business leaders, this is a game-changer.

What an AI Assistant Can Do for Executives

An AI assistant can help draft emails, summarize meetings, organize notes, generate research, prepare briefing materials, and manage routine administrative tasks. They can coordinate schedules, identify available meeting times, track action items, and help ensure that important commitments do not fall through the cracks.

Your AI Assistant Is a Toolkit, Not a Single Product

The first step is understanding that an AI assistant does not need to be a single product. It can be a collection of tools working together to support the way you operate.

For example, many executives use AI to summarize lengthy reports before meetings. Others rely on AI-powered note-taking applications that automatically capture key discussion points and action items. Calendar management platforms can help prioritize tasks and organize schedules around changing commitments. Together, these tools create a personalized support system that reduces administrative burdens and frees up time for higher-value work.

The next stage is even more interesting.

Building a Custom AI Assistant

Today’s AI platforms increasingly allow users to create custom assistants tailored to their specific needs. A business leader can build an AI assistant trained on company materials, frequently asked questions, investment criteria, customer information, or internal processes. Instead of starting every conversation from scratch, the assistant can provide answers and recommendations based on the organization’s own knowledge and priorities.

Elliott Broidy on AI as a Digital Chief of Staff

In many respects, this resembles creating a digital chief of staff. The assistant may not make final decisions, but it can gather information, organize data, prepare recommendations, and accelerate routine workflows.

An AI assistant allows leaders to reduce the time spent on repetitive and laborious tasks so they can focus more of their attention on strategy, relationships, and decision-making. Those higher-stakes calls still demand second-order thinking — weighing not just the immediate result but everything that follows from it.

Every generation benefits from tools that increase productivity. We are in the AI age. The leaders who learn how to use it most effectively will be best positioned to focus on what matters most. For many leaders, what matters most reaches well beyond the office — a theme I explore in how family shapes my work and life.

Elliott Broidy is Chairman and CEO 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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June 29 2026

Elliott Broidy on Why Leaders Need Second-Order Thinking

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By Elliott Broidy, Chairman and CEO of Broidy Capital Holdings

One of the most valuable lessons I have learned over the course of my career is that the quality of a decision cannot be judged solely by its immediate results. Good leaders do not simply ask, “What happens next?” They ask, “What happens after that?”

This way of approaching decisions is often referred to as second-order thinking. It means looking beyond the obvious, immediate consequence of a choice and considering the chain of events that may follow. In business, those downstream effects often matter far more than the first outcome.

Key Takeaways

Judge the full chain, not the first result. A decision’s quality depends on the consequences it sets in motion, not on its immediate payoff.

Short-term wins can carry hidden costs. Cost cuts, cheap hires, and hard-won negotiations often create larger long-term losses.

Every decision reshapes incentives — and incentives shape behavior and culture.

Experience trains anticipation. Seasoned leaders expect unintended consequences instead of being surprised by them.

It comes down to one question: “And then what?”

Why First-Order Decisions Often Backfire

Many decisions produce an immediate benefit while creating long-term costs that are less obvious. Cutting expenses may improve this quarter’s financial results but leave a company with fewer resources to innovate. Hiring the least expensive candidate may reduce payroll today but increase turnover and recruitment costs tomorrow. Winning a negotiation by squeezing every possible concession from a customer or supplier may maximize one transaction while damaging a relationship that could have produced value for years.

The opposite is often true as well. Investments that appear costly in the short term frequently generate the greatest long-term returns. Hiring exceptional people, developing future leaders, investing in technology, or strengthening relationships with customers may not deliver immediate financial rewards, but over time they often become the foundation of an organization’s success.

Also read: “Most People Don’t Need a Better Plan — They Need a Longer Timeline”

How Incentives Shape Second-Order Outcomes

Second-order thinking also requires leaders to consider incentives. Every decision changes behavior. If compensation rewards only short-term performance, people will naturally focus on short-term results. If managers are recognized only for their own accomplishments rather than the success of their teams, they may become reluctant to hire or develop talented people who could one day surpass them. Wise leaders understand that today’s decisions shape tomorrow’s culture.

Why Experience Sharpens Second-Order Thinking

Experience plays an important role here. Over time, leaders begin to recognize patterns that are not obvious to those earlier in their careers. They learn that unintended consequences are not exceptions but realities that accompany almost every important decision. The question is whether those consequences have been anticipated.

Also read: “Experience Is the Only True Teacher”

Balancing Analysis With Decisiveness

This does not, of course, mean that we want leaders to succumb to analysis paralysis. Every decision involves uncertainty, and no one can predict every possible outcome. Leadership requires decisiveness. But the best decisions are usually made by people who pause long enough to think one or two steps further than everyone else.

Second-Order Thinking in a Short-Term Business Climate

In today’s business environment, where pressure for immediate results is constant, second-order thinking has become even more important. Quarterly earnings, daily headlines, and short news cycles can encourage leaders to optimize for what is visible today rather than what will matter years from now. The organizations that endure are typically led by people who resist that temptation.

Elliott Broidy’s Key Question for Better Decisions

One of the greatest competitive advantages a leader can develop is the ability to see beyond the obvious. Looking past immediate consequences often reveals opportunities, risks, and tradeoffs that others overlook.

The first answer is rarely the whole answer. The leaders who consistently make the best decisions are often those who ask one more question: “And then what?”

Frequently Asked Questions

What is second-order thinking?

It is the practice of looking past a decision’s immediate consequence to the chain of events that follows — asking not just “What happens next?” but “And then what?”

Who is Elliott Broidy?

Elliott Broidy is Chairman and CEO of Broidy Capital Holdings, LLC, a private equity firm specializing in AI-driven public safety software, and Co-Chair of the Fund to End Antisemitism, Extremism and Hate.

What does Elliott Broidy say about making better decisions?

He argues that a decision cannot be judged by its immediate results alone; the best leaders weigh incentives and unintended consequences and think one or two steps further than everyone else.

Why do short-term wins often create long-term costs?

Because the first benefit can mask hidden downstream effects: cutting costs can starve innovation, the cheapest hire can raise turnover, and squeezing a supplier can damage a relationship worth years of value.

Elliott Broidy is Chairman and CEO 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.

June 23 2026

Elliott Broidy on Leadership, Investment, and Purpose-Built Innovation in Public Safety Technology

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This article was originally published on Tech Bullion.

By James Andrew

Elliott Broidy has been a leading investor and builder in the modernization of law enforcement and corrections technology, directing sustained capital and strategic focus toward the development of infrastructure and operational systems designed specifically for public safety environments. Through companies such as LEO Technologies (LeoTech) and Cynapse.ai, Broidy’s approach has centered on building reliable, scalable technology platforms that function as mission-critical infrastructure rather than experimental tools. These companies were established with a clear objective: to create purpose-built systems capable of supporting the complex operational demands of correctional facilities, law enforcement agencies, and national security partners.

Unlike many commercial technology providers that adapt existing enterprise solutions to public safety, these platforms were engineered from the ground up to operate in secure, high-risk environments where reliability, continuity, and performance are non-negotiable. Significant investment was made early in infrastructure, technology integration, and data architecture, the foundational elements required to ensure that artificial intelligence could later be deployed safely, effectively, and at scale. That disciplined, infrastructure-first strategy has enabled the development of systems that are operational today, trusted by agencies, and designed to support public safety missions for the long term.

Modern Technology Built the Foundation. Artificial Intelligence Is Accelerating the Mission.

The modernization of law enforcement and corrections did not begin with artificial intelligence. It began with the steady introduction of modern technology and digital infrastructure, systems capable of capturing, storing, and securing vast amounts of operational data. For decades, public safety agencies operated with limited connectivity, fragmented records systems, and manual investigative processes. Only in recent years have those foundational technologies matured to the point where advanced analytics and artificial intelligence can deliver their full value.

“Artificial intelligence is now playing a critical role in public safety,” says Elliott Broidy. But it is not the starting point of modernization. It is the accelerator. Broidy adds: “The real transformation began when agencies invested in digital communications systems, secure networks, cloud storage, and integrated operational platforms. Those investments created the infrastructure that now allows AI to surface insights, automate routine analysis, and support faster, more informed decision-making.”

In that sense, the evolution of public safety technology follows a clear and predictable sequence:

Infrastructure → Technology → Data → AI → Operational Impact

Each step is built upon the previous one. Without infrastructure, there is no technology platform. Without technology, there is no reliable data. Without data, artificial intelligence has nothing to analyze. And without AI, agencies remain constrained by the limits of human capacity to process information at scale.

A Technology Gap That Arrived Late to Public Safety

The delayed modernization of law enforcement and corrections is not the result of resistance to innovation. It is largely the result of funding constraints, legacy procurement cycles, and the mission-critical nature of public safety operations, where reliability must always take precedence over novelty. While industries such as banking, healthcare, and retail digitized decades ago, many public safety agencies continued to rely on manual processes and disconnected systems well into the 21st century.

Elliott Broidy explains: “That technology gap is now closing rapidly. Agencies are modernizing infrastructure, integrating data sources, and deploying platforms capable of supporting real-time operational awareness. Artificial intelligence is accelerating this transition by enabling systems to analyze information continuously, identify patterns, and prioritize investigative leads that would otherwise remain buried in massive datasets.”

The result is not simply improved efficiency. It is improved safety.

From Data Collection to Operational Intelligence

“Modern public safety environments generate enormous volumes of data every day,” Broidy says. “Correctional facilities record communications between incarcerated individuals and external contacts. Law enforcement agencies capture digital evidence, incident reports, and dispatch records. Surveillance systems produce continuous streams of video across thousands of cameras. Each of these data sources contains valuable intelligence, but historically, extracting that intelligence required extensive manual review.”

Technology solved the first part of the problem by making data collection reliable and scalable. Digital recording systems ensured that communications could be captured consistently. Networked storage systems ensured that data could be retained securely. Integrated platforms ensured that investigators could access information when needed.

Artificial intelligence is now solving the second part of the problem: making that data actionable.

AI systems can analyze communications, identify behavioral indicators, detect anomalies, and surface relevant information across multiple cases simultaneously. Instead of replacing investigators, these systems act as force multipliers, enabling personnel to focus on high-value decision-making rather than routine data review.

This shift from data collection to operational intelligence represents one of the most significant advancements in public safety technology in decades.

Operational Technology, Not Experimental Innovation

Public safety agencies do not deploy technology based on theoretical potential. They deploy systems that perform reliably under real-world conditions. In that environment, the distinction between emerging technology and operational capability is critical.

Modern public safety platforms are no longer experimental tools. They are operational systems integrated into daily workflows, supporting investigations, improving situational awareness, and reducing administrative burden. These systems operate continuously, often across multiple facilities and jurisdictions, providing consistent performance in high-stakes environments.

According to Elliott Broidy, “Artificial intelligence enhances these platforms by increasing speed, accuracy, and scalability. It allows agencies to process information in seconds that previously required hours or days of manual review. It enables early detection of risks that might otherwise go unnoticed. And it supports more efficient allocation of limited personnel resources.”

He adds: “Most importantly, it does so within established operational frameworks that preserve accountability, transparency, and human oversight.”

Communications Intelligence in Correctional Environments

One of the clearest examples of infrastructure-driven modernization can be found in correctional communications monitoring. For years, correctional facilities recorded inmate communications for security and investigative purposes. The challenge was never accessing the information. The challenge was the volume of information and the time required to analyze it.

Elliott Broidy explains: “Modern technology platforms have transformed that environment by integrating communications recording, data storage, and investigative workflows into unified operational systems. Artificial intelligence now enables those systems to analyze communications continuously, identify patterns, and alert investigators to potential threats in real time.”

The operational impact is measurable. Investigations move faster. Staff workloads decrease. Risks are identified earlier. And facilities operate more safely.

These outcomes are not theoretical. They reflect the practical application of technology and infrastructure working together to support mission-critical operations.

Video Intelligence and Real-Time Awareness

A similar transformation is occurring in the management of video surveillance systems. Public safety agencies have invested heavily in camera infrastructure over the past two decades, resulting in widespread deployment of surveillance technology across correctional facilities, transportation hubs, and public spaces.

“Historically, video footage was reviewed only after incidents occurred, limiting its value as a proactive security tool,” says Broidy. “Advances in computing power, network connectivity, and storage capacity have made continuous video monitoring possible. Artificial intelligence is now enabling those systems to detect unusual activity, track movement patterns, and provide real-time alerts to personnel.”

This capability transforms video from a passive recording system into an active operational asset.

By combining infrastructure, technology, and AI, agencies can maintain continuous situational awareness across complex environments without increasing staffing requirements.

Accountability, Oversight, and the Human Role

As public safety agencies adopt advanced technologies, accountability remains a central priority. Artificial intelligence does not replace human judgment. It supports it.

Modern systems are designed to operate within established legal and ethical frameworks, ensuring that decisions remain subject to human review and oversight. Audit trails, reporting mechanisms, and performance monitoring tools provide transparency into system behavior and investigative outcomes.

These safeguards are essential to maintaining public trust and ensuring that technology is used responsibly.

The most effective deployments recognize that technology and personnel must work together. AI provides speed and analytical capability. Human professionals provide judgment, context, and accountability.

What Comes Next for Public Safety Technology

The trajectory for modernization in law enforcement and corrections is clear. Agencies will continue to strengthen digital infrastructure, integrate data systems, and deploy technologies capable of supporting real-time operations. Artificial intelligence will play an increasingly important role in accelerating those capabilities.

According to Elliott Broidy, the defining question for the next decade is not whether the technology works. It is how quickly agencies can adopt and scale proven systems to meet growing operational demands.

“Modern technology and digital infrastructure built the foundation for today’s public safety environment,” Broidy concludes. “Artificial intelligence is now unlocking the full operational value of that foundation, enabling agencies to respond faster, operate more efficiently, and protect communities more effectively.”

About Elliott Broidy

Elliott Broidy is an entrepreneur and investor in public safety and national security software companies. He is the Founder and Managing Partner of LEO Technologies Holdings, LLC and Chairman and CEO of Cynapse Holdings, LLC.

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June 22 2026

Why Leaders Need Both Confidence and Humility

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By Elliott Broidy

Strong leadership often requires confidence. Leaders are expected to make decisions, communicate a vision, and provide direction during periods of uncertainty. Teams, investors, customers, and partners all look to leadership for reassurance and clarity, particularly when circumstances are challenging.

Without confidence, it becomes difficult to make decisions, take calculated risks, or inspire others to move forward. Confidence allows leaders to act decisively when action is required and to maintain focus when obstacles inevitably arise.

At the same time, confidence alone is not enough.

Some of the most successful leaders possess another quality that is equally important but often receives less attention: humility.

Humility is not a lack of self-belief. Nor is it a reluctance to lead. Rather, humility is the recognition that no individual has all the answers and that every leader can continue to learn, improve, and benefit from the perspectives of others.

Over more than four decades in business, I have observed that confidence and humility are most effective when they work together. Confidence allows leaders to make difficult decisions. Humility allows them to remain open to new information that may challenge their assumptions.

A leader who lacks confidence may struggle to act. A leader who lacks humility may stop listening.

Both situations can create problems.

Successful organizations depend on the free flow of information. Employees must feel comfortable sharing ideas, raising concerns, and offering alternative viewpoints. Leaders who approach every discussion convinced they already possess the correct answer often miss valuable insights from the people around them.

Also read: “Why Serious Leaders Study History”

Humility also helps leaders navigate success. Accomplishments can create the illusion that past success guarantees future success. In reality, markets evolve, technologies change, and competitive environments shift constantly. Leaders who remain humble are often more willing to adapt because they understand that learning never truly ends.

Confidence, meanwhile, remains essential because leadership frequently requires making decisions with incomplete information. Waiting for perfect certainty is rarely an option. Leaders must be willing to evaluate available information, exercise judgment, and move forward even when some degree of risk remains.

The most effective leaders find a balance between these two qualities. They project confidence without arrogance. They remain humble without becoming indecisive. They are willing to lead, but they are also willing to listen.

Also read: “Why Listening Is an Underrated Leadership Skill”

That balance becomes increasingly important as organizations grow and responsibilities expand. The larger the challenge, the more valuable it becomes to combine conviction with openness, decisiveness with curiosity, and confidence with humility.

In the end, leadership is not about proving that you are the smartest person in the room. It is about creating an environment where the best ideas can emerge, good decisions can be made, and people can work together toward a common goal.

Leaders who combine confidence with humility often put themselves-and their organizations-in the strongest position to achieve lasting success.

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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June 19 2026

The Best Leaders Create Other Leaders

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By Elliott Broidy

Many people think leadership is about having authority, making decisions, or setting the direction for an organization. While those responsibilities are certainly important, I have come to believe that one of the most meaningful measures of leadership is something else entirely: the ability to develop other leaders.

Over more than four decades in business, I have had the opportunity to work with many talented people. One lesson has remained remarkably consistent throughout that time. The strongest organizations are built by leaders who invest in the growth and development of others.

A leader’s success should not be measured solely by personal accomplishments. It should also be measured by the number of capable, confident people who are better prepared to lead because of the opportunities, guidance, and trust they received along the way.

This requires a mindset that is sometimes overlooked in today’s business environment. It is easy for leaders to focus on immediate objectives, quarterly results, and daily challenges. Those priorities matter, but great leaders also think about the future. They understand that one of their responsibilities is preparing the next generation to take on greater responsibility.

Creating other leaders begins with trust. It means delegating meaningful responsibilities rather than holding every decision too closely. It means allowing talented people to take ownership of important projects and giving them the opportunity to learn through experience.

Leaders and middle management must be willing to hire exceptional talent and not be threatened by them. Hiring such people ensures that the organization is not dependent solely on one leader or a few people with great ideas and talent. To achieve this goal, leaders must hold themselves and those who report to them accountable for hiring the best and reward those who do.

Barry Diller, when he was Chair of Twentieth Century Fox and no doubt at every other organization he led, required at monthly meetings with top executives that they highlight people on their team who had done something well — the future leaders of the company. This made it imperative that they not take credit for all the work done by their team and made them recognize that their ability and willingness to hire great people was critical to upper management’s view of them.

Creating leaders also requires patience. Leadership skills are not developed overnight. Confidence grows through repetition, accountability, and the occasional setback. Some of the most valuable lessons come from mistakes, provided those mistakes become opportunities for learning and growth.

Equally important is the willingness to share knowledge and experience. Every leader accumulates lessons over the course of a career. Passing those lessons on is one of the most valuable investments a leader can make. Mentorship does not require formal programs or titles. Often it takes the form of a conversation, a piece of advice, or the willingness to help someone think through a difficult decision.

Organizations that consistently develop leaders tend to be more resilient, adaptable, and successful over the long term. They are less dependent on any single individual because leadership has become part of the culture itself.

Ultimately, leadership is about more than achieving results in the present. It is about building something that can continue to succeed in the future. The leaders who leave the greatest impact are often those who help others realize their own potential and prepare them to lead in turn.

That is how strong organizations endure, and it is how lasting legacies are built.

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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June 17 2026

Why Serious Leaders Study History

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By Elliott Broidy

There is a tendency today to treat history as something abstract, academic, or disconnected from modern life. That couldn’t be further from the truth.

History remains one of the most practical subjects a person can study because you can learn from the past. You can see how errors in judgment came about and what information, experience or wisdom could have prevented those errors.

The most serious leaders, statesmen, and thinkers throughout history have almost always been students of history itself. They understood that while technology changes and societies evolve, the fundamental realities of human nature remain remarkably consistent across generations.

Reading about ancient Greece introduces us to enduring ideas about citizenship, civic responsibility, public service, and the obligations individuals owe to society and one another. Studying the Roman Republic and later the Roman Empire provides lessons not only about institutional strength and political stability, but also about how great societies can decline. Rome’s history offers warnings about political factionalism, excessive ambition, civic decay, corruption, concentration of power, and the erosion of the shared values that once held the republic together. Its rise demonstrates what strong institutions can achieve; its decline illustrates what can happen when leaders place personal interests above the long-term health of the society they serve.

The same is true when studying the American founding. One of the remarkable aspects of the Founders was the extent to which they immersed themselves in history. George Washington, John Adams, Thomas Jefferson, Alexander Hamilton, James Madison, and their contemporaries carefully studied ancient Greece and Rome, the British constitutional tradition, Enlightenment political thought, and the successes and failures of governments throughout history. They understood that effective institutions are rarely created from scratch. Instead, they drew upon centuries of accumulated experience, adopting ideas that had proven effective while attempting to avoid mistakes that had led other societies into instability or tyranny. The American system itself stands as an example of leaders using historical knowledge to build something new and durable.

Reading about Winston Churchill during the Second World War offers perspective on courage, perseverance, moral clarity, and leadership under extraordinary pressure. Churchill understood that civilization itself depends upon the willingness of individuals and nations to defend it during moments of uncertainty and danger. His life also reflects the value of historical literacy itself, as he viewed contemporary events through the broader lens of history rather than solely by the pressures of the immediate moment.

History also reminds us that no society or institution is guaranteed permanent success. Great civilizations have risen and declined. Strong economies have weakened through complacency and short-term thinking. Political systems that once appeared stable and durable have fractured when leadership failed to uphold the principles and institutions that sustained them.

That perspective is particularly important today. Modern culture increasingly rewards immediacy, reaction, and short attention spans. News cycles move by the hour, and many decisions are judged almost entirely through the lens of short-term outcomes. Reading history encourages the opposite mindset. It teaches patience, perspective, and the ability to evaluate events within a broader context.

History also reminds us how much can be lost when societies abandon tolerance for others or shared civic purpose. At the same time, it demonstrates the extraordinary resilience of free societies when strong leadership, sound institutions, and cultural confidence remain intact.

For leaders in business and public life, these lessons remain highly relevant. Markets fluctuate, industries evolve, and technologies transform entire sectors of the economy, but human behavior itself changes very little. Ambition, fear, hate, greed, courage, tolerance, compassion, compromise, discipline, and resilience continue to shape decision-making just as they always have.

The study of history does not provide simple formulas or easy answers. What it provides is something far more valuable: perspective, judgment, and the ability to think beyond the moment immediately in front of us.

The leaders who navigate complexity most effectively are often those who understand that the present is never fully disconnected from the past and that wisdom is often found by studying the experiences, successes, and failures of those who came before us.

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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June 15 2026

Why Curiosity Is One of the Most Valuable Traits in Business

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By Elliott Broidy

In business, there is often a tendency to become narrowly focused on a single industry, market, or area of expertise. While specialization has value, some of the most successful entrepreneurs and leaders are people who maintain a broad sense of intellectual curiosity throughout their lives and careers.

Curiosity matters because it drives learning, exploration, innovation, and ultimately better judgment.

The most effective leaders are rarely individuals who stop learning once they achieve success. They continue reading, asking questions, exploring new ideas, and studying subjects far beyond their immediate professional responsibilities. They understand that valuable insights often come from unexpected places.

That mindset is particularly important in technology and entrepreneurship, where industries evolve rapidly and yesterday’s assumptions can quickly become outdated. Leaders who remain curious are often better equipped to recognize change early, identify emerging opportunities, and adapt to new realities before others do.

Curiosity also encourages creativity because innovation frequently comes from connecting ideas across different fields. Someone who studies history, science, engineering, economics, philosophy, or human behavior may see patterns and opportunities that are invisible to people who think only within the boundaries of their own industry.

Many of the world’s most influential innovators shared this quality. They were not only experts in one discipline; they were deeply interested in how different systems, industries, and ideas intersected. That broader perspective helped them approach problems differently and challenge conventional thinking.

Just as importantly, curiosity creates humility. The more people learn, the more they recognize how much there is still left to understand. That mindset encourages leaders to keep improving, to listen carefully to others, and to remain open to new information and perspectives.

In a business environment increasingly dominated by speed and constant distraction, maintaining intellectual curiosity requires intentional effort. It means making time to read, to think, to explore unfamiliar subjects, and to continue learning even when schedules become demanding.

The benefits, however, are significant. Curious people tend to become more adaptable, more informed, and more capable of navigating complexity. They are often better problem-solvers because they approach challenges with a broader base of knowledge and a greater willingness to question assumptions.

Most importantly, curiosity helps keep people moving forward. It creates the desire not only to succeed, but also to understand, to discover, and to continue growing over time.

No matter how much experience a person acquires, there is always more to learn. The leaders who recognize that often place themselves in the strongest position to innovate, adapt, and succeed over the long term.

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.

Portrait of cheerful young manager handshake with new employee.

June 11 2026

Double Down on Your Customers When It Matters Most

Adminblogs business, customer service, customers, Elliott Broidy, leadership, success, trust 0

By Elliott Broidy

Economic cycles are a constant. Periods of expansion create opportunity and momentum, while downturns introduce caution and scrutiny. But across every cycle, one principle remains steady: strong businesses are built on strong relationships.

When conditions tighten, customers don’t disappear. They become more thoughtful. Every decision carries more weight. Every purchase is measured not just by price, but by confidence. In those moments, what buyers are thinking is: “Do I trust that the person trying to sell me this product is telling me the truth?”

That shift creates an opening for businesses that understand where their true value lies. It’s not in chasing every new opportunity or casting the widest net. It’s in reinforcing the relationships that already exist.

The companies that perform best in uncertain times are the ones that stay close to their customers. They listen more carefully. They respond more quickly. They make it easier to do business, not harder. They anticipate needs instead of waiting for problems to arise.

This approach requires discipline. It means prioritizing long-term relationships over short-term wins. It means investing time and attention into service, communication, and consistency. Those may not always be the most visible investments, but they are the ones customers remember.

Reliability becomes a differentiator. When others pull back, consistency stands out. When options feel uncertain, familiarity carries weight. Customers gravitate toward businesses that have proven, over time, that they will deliver.

There is also a compounding effect to this kind of focus. When customers feel supported, they stay. When they stay, they deepen their engagement. And when that engagement deepens, they become advocates, extending your reputation far beyond what any marketing effort can achieve on its own.

Serving existing customers well is not a defensive strategy. It is a growth strategy. It builds resilience into the business. It creates a foundation that can support expansion when conditions improve.

The instinct during challenging periods is often to look outward, searching for new paths to revenue. There is value in that. But the more enduring path is often closer than it seems.

The customers you already have are not just transactions. They are relationships built over time, grounded in experience. When those relationships are strengthened with intention, they become one of the most reliable sources of stability and growth a business can have.

In every economic environment, trust is the asset that matters most.

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.

Originally published at https://www.linkedin.com.

June 9 2026

The Difference Between Knowledge and Wisdom

Adminblogs business, Elliott Broidy, Entrepreneurship, knowledge, leadership, wisdom 0

By Elliott Broidy

We live in an age of unprecedented access to information. With a few keystrokes, we can find answers to almost any question, access vast libraries of knowledge, and stay connected to events unfolding around the world in real time.

Yet despite this abundance of information, wisdom seems rarer than ever.

Knowledge and wisdom are not the same thing. Knowledge is the accumulation of facts, information, and expertise. Wisdom is the ability to apply that knowledge with sound judgment. Knowledge can be acquired relatively quickly. Wisdom is usually earned through experience

Over more than four decades in business, I have worked across various industries and technologies. I have seen periods of tremendous growth and periods of uncertainty. Along the way, I have learned that success often depends less on what you know than on how you apply what you know.

A person may possess extensive technical expertise, but wisdom helps determine when to act, when to wait, when to take a risk, and when to change course. Wisdom helps leaders recognize that not every opportunity should be pursued and that not every problem requires an immediate solution.

Experience plays an important role in developing that perspective. Success teaches valuable lessons, but so do setbacks, mistakes, and unexpected challenges. Over time, those experiences create a deeper understanding of people, organizations, and decision-making that cannot be learned from a textbook alone.

Wisdom also requires humility. The more experience we gain, the more we recognize how much remains unknown. The most effective leaders are often those who continue asking questions, listening carefully, and remaining open to new ideas long after they have achieved success.

This distinction has become even more important in an era defined by rapid technological change. Artificial intelligence, advanced analytics, and powerful digital tools can help us process enormous amounts of information. They can provide knowledge at unprecedented speed and scale. But technology cannot replace human judgment. Leaders must still decide how to interpret information, evaluate competing priorities, and make decisions that reflect both short-term realities and long-term objectives.

The organizations that thrive over time are often led by people who combine knowledge with wisdom. They understand the value of expertise, but they also appreciate the importance of perspective, patience, and judgment.

Knowledge helps us understand the world. Wisdom helps us navigate it.

As technology continues to expand access to information, the importance of wisdom will only grow. The leaders who cultivate both will be best positioned to make sound decisions, build enduring organizations, and create lasting value.

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.