Your work spans government, technology, defense, culture, and investment. Can you explain what Paradox and AUSP Inc. do, and the role they play in bringing those worlds together?

At the core of what we do, we help clients achieve strategic results across multiple jurisdictions. Today, through Paradox and AUSP, we work across government, technology, defence, culture, and investment. We maintain relationships that are difficult to replicate, whether that's foreign ministers, defense executives, cultural institutions, or innovators working on frontier technologies.

Those relationships enable us to address complex challenges, support cultural diplomacy initiatives, strengthen soft power, and foster greater transatlantic cooperation between the United States and its allies.

As the name Paradox suggests, life is often about navigating contradictions. You cannot have light without darkness. We embrace complexity rather than avoiding it, and that mindset shapes the work we do every day.

As your career has progressed, how has your approach to leadership changed, and what principles guide the way you lead today?

My understanding of leadership has changed significantly over the years. Early in my career, I believed leadership meant having control over everything. While it's important for leaders to maintain visibility and accountability, I eventually realized that trying to control every detail can actually limit an organization's growth. Today, I think leadership is much more about empowerment. You have to provide people with the tools, resources, and confidence they need to succeed on their own. That also means giving them the freedom to make mistakes and learn from them. If every decision has to flow through one person, the business can never truly scale.

Ultimately, leadership is about setting the tone for the organization rather than trying to be involved in everything. That only works if you’re genuinely committed to what you’re building. You have to love what you do. Business is Darwinism, and if you don’t enjoy the work, it’s incredibly difficult to build something that lasts.

"You’ve got to love what you do. Business is Darwinism, and if you don’t love it, it’s going to be very difficult to do well in your respective industry."

Every entrepreneur has moments that reshape the way they think. Was there a particular experience that changed how you viewed the future of technology and innovation?

There have been several moments throughout my career that shifted my perspective, but one of the most significant came through my involvement with Ukraine. What began as a personal and spiritual journey gradually evolved into a business and investment focus. The turning point came when I attended a BRAVE1 Defense Tech Valley event and saw firsthand the technologies being developed there. Looking at what was being built, I realized there was something much bigger taking shape. It became clear that this wasn’t simply a response to immediate circumstances, but the beginning of something with the potential to become one of the most consequential markets in the world and to drive a major shift in military affairs.

That realization led us to make significant strategic moves as a firm, investing in the companies and teams we believed were shaping that future, and becoming part of what is rapidly emerging as one of the world’s most important areas of innovation.

Technology is evolving rapidly, but business is still fundamentally about people. How do you see AI and innovation changing the way public relations professionals build trust and relationships?

There are certain aspects of human nature that remain constant over time. No matter how much innovation is happening, or how significant the current wave of AI becomes, everything still depends on the relationships you build with other people. Business is, at its core, a human endeavor. Trust, credibility, and strong relationships remain at the center of how opportunities are created and organizations grow. The real challenge is maintaining those relationships through difficult periods, long after the honeymoon phase is over.

It’s important that small businesses keep pace with the changes AI is bringing. In many ways, I think that’s a positive development. We’re seeing a democratization of tools that puts powerful knowledge and capabilities within reach of almost anyone, often at little or no cost. While AI will undoubtedly bring disruption, it also creates opportunities to experiment, adapt, and discover where industries are heading next. 

As an entrepreneur working at the intersection of innovation and investment, what perspective do you hope to bring to the BASA Awards judging panel?

I think awards play an important role because they give people something to measure themselves against. While there are always criteria and judging standards, the best work usually has something that goes beyond the scorecard. It’s often the campaign that makes you stop, think, and remember it long after you’ve seen it.

That’s what I’m looking forward to as a BASA Awards judge, because building a business is such a personal journey where every success, every setback, and every lesson stays with you. When someone enters an award, they’re putting forward something they’ve invested a huge amount of time and energy into. That takes confidence, but it also takes courage, and I have a lot of respect for people who are willing to do that.

For more information about Davis Richardson, Paradox, and AUSP Inc., visit Paradox and AUSP Inc.