A strong leader needs a clear vision but also the agility to adjust when circumstances change. The business landscape evolves rapidly — whether it’s shifting market trends, emerging technologies, or regulatory changes — and the best leaders embrace change rather than resist it.
I recently had the chance to sit down with Brendan Thomas, a seasoned strategist at the intersection of media, technology, and policy, and the executive leading Internet for Growth. As someone who has navigated the worlds of entertainment, politics, and digital advocacy, Brendan brings a unique perspective on leadership, small business advocacy, and the rapidly evolving landscape of digital advertising.
During our conversation, we discussed his journey from a journalist’s son growing up in Washington, D.C., to working in Hollywood’s entertainment business, to shaping policy in Congress, and finally, to leading efforts that empower small businesses in the digital age. Brendan shared insights on what it takes to be an effective C-suite leader, the underestimated aspects of running an organization, and how leaders can navigate change with resilience and vision.
Read on as Brendan offers his reflections on leadership, adaptability, and why, in his words, “everyone has a plan until they get punched in the face” — and how that lesson applies just as much to boardrooms as it does to the boxing ring.
Thank you so much for joining us. Before we dive in deep, our readers would love to learn about your personal origin story. Can you share with us the story of your childhood and how you grew up?
I often reflect on the road that led me to where I am today. I’m one of the few who actually grew up in Washington, D.C., giving me a front-row seat to national and international politics for most of my life.
I was raised in a household that valued reading, writing and language. My father was a journalist, and my mother was an English teacher, so I was surrounded by authors, reporters and storytellers from a young age. Growing up in this environment, immersed in the changing political and media landscape, gave me a unique perspective on how stories shape society.
I spent my early years in Takoma Park in D.C., a diverse and eclectic neighborhood known for its progressive culture, independent shops, and community-driven atmosphere. Later, my family moved to Bethesda, Maryland, where I attended high school. Montgomery County’s strong education system helped pave the way for me to attend Northwestern University in Chicago — an incredible experience that exposed me to a completely different energy and perspective.
Chicago is a dynamic, fast-moving city, very different from the historically Southern, slow-moving rhythm of D.C. That shift in environment, coupled with my upbringing in journalism and politics, set the foundation for how I navigate media, policy and communications today.
Can you share with us a story of how you decided to follow your particular career path and eventually led you to your position at Internet for Growth?
I never made a conscious decision about where I would go with my careerI’ve always been drawn to certain places, industries and ideas, and I followed that curiosity. My mother likes to say my life mirrors Slumdog Millionaire, where all of my experiences naturally led me to the right place.
I started in media and entertainment at United Talent Agency in Hollywood, where I saw firsthand how entertainment and technology were merging. That experience, and my political science degree, led me to work in Congress, where I was immersed in policy, communications, and the evolving role of digital media.
Now, at Internet for Growth, my role is a culmination of these experiences. I work at the intersection of media, technology and policy, helping small businesses navigate the politics and policy of digital advertising and ensuring they have support from their elected representatives.
There are many interesting parts to your career. Can you share the most memorable or interesting story that happened since you began your career?
Working in Los Angeles at a big talent agency and a management production company was an eye-opening experience. The entertainment business can be intense — behind every project on the screen, there are extremely capable people working hard to make a living. The most successful ones are sharp and adaptable.
One of the most valuable lessons I learned was while working at a small entertainment business, Category 5 Entertainment (now Crossover Entertainment), with a manager-producer named Brian Sher. Seeing the effort it takes to run a small business, the daily decision-making, and the aggressive, forward-thinking approach needed for success gave me a deep appreciation for entrepreneurship.
This experience helped shape my perspective at Internet for Growth. When advocating for small businesses that rely on digital advertising, I understand their struggles firsthand. Running a business isn’t just about strategy — it’s about survival, making the right choices daily, and adapting quickly.
Do you have a favorite life lesson quote, and can you share an example of how it has been relevant in your life?
A quote that resonates with me is from Mike Tyson: Everybody has a plan until they get punched in the face.
In media, communications and technology, things never go exactly as planned. Whether it’s a policy shift, an industry disruption or a PR challenge, you have to react, reassess and move forward.
This quote is about resilience and flexibility — it’s not enough to have a strategy. You need the ability to adapt in real-time when challenges arise. That mindset is crucial in the work I do today, where technology, regulation, and consumer behavior are constantly evolving.
You are a successful leader. Looking introspectively, which three-character traits do you think were most instrumental to your success? Could you share an example or anecdote about each one?
Creativity — I work in media, policy, and communications, all of which require creativity. Whether it’s crafting compelling narratives, engaging stakeholders or developing strategies for digital advertising advocacy, creativity is essential.
Adaptability — Working in different industries — entertainment, politics and advocacy — has required me to constantly shift gears. The ability to adjust to changing environments, regulations, and industry trends has been crucial.
Strategic Thinking — Leading Internet for Growth means navigating complex policy landscapes and helping businesses understand the value of digital advertising. Every decision involves long-term thinking to create sustainable solutions.
Leadership often entails making difficult decisions between two good paths. Can you share a story with us about a tough decision you had to make as a leader?
In leadership, there are rarely just two paths. The reality is that decisions are nuanced, and good leadership is about navigating shades of gray.
One challenge I often face is balancing data privacy concerns with the needs of small businesses. At Internet for Growth, we advocate for policies that protect consumer privacy while also ensuring small businesses can still use digital advertising effectively.
Rather than simply choosing between two extremes — more regulation or no regulation at all — the real task is finding a practical solution that allows businesses to succeed while respecting consumer rights. Good leadership isn’t about choosing sides — it’s about crafting a path forward that considers multiple stakeholders and long-term impacts.
In your experience, which aspect of running an organization tends to be most underestimated?
Marketing and communications are often underestimated, yet they are crucial for public awareness, opportunity, revenue, and brand perception.
Today, marketing and communications are deeply integrated into business operations. AI, digital tools, and precise targeting have made communication more effective, but they’ve also introduced new complexities. Many still overlook how essential a strong communications strategy is for success. The fusion of politics, marketing, and business means that companies must be deliberate about their messaging and engagement.
At the same time, we’re seeing a broader techlash that threatens the ability of small businesses to reach customers effectively. Federal agencies are calling routine advertising and marketing activities “commercial surveillance.” The difference is that today, there are more opportunities than ever for entrepreneurs to make a living with advertising. The entire creator economy depends on it, but Congress is writing “data privacy” bills that would eliminate opportunities, concentrate the market, and increase prices for consumers who expect speed and personalization. I think organizations are underestimating these data privacy laws, which might sound good, but mean something entirely different in practice.
Based on your experience, can you share the five things you need to be a highly effective C-suite leader?
Vision with Adaptability — A strong leader needs a clear vision but also the agility to adjust when circumstances change. The business landscape evolves rapidly — whether it’s shifting market trends, emerging technologies, or regulatory changes — and the best leaders embrace change rather than resist it.
Decisive Problem-Solving — Effective leadership requires making complex, high-stakes decisions with confidence. The best C-suite leaders analyze data, gather insights from their teams, and act decisively — balancing short-term realities with long-term strategy. The ability to navigate uncertainty while keeping the organization focused is key.
Empathetic Communication — Leadership isn’t just about setting direction; it’s about inspiring and aligning teams. Strong leaders communicate with clarity, transparency, and empathy, ensuring that employees, stakeholders, and customers feel heard, valued, and motivated. This fosters trust and a culture of collaboration.
Prioritization & Focus — Time and resources are finite, and successful leaders don’t chase every opportunity — they know where to invest their energy. The ability to filter noise, focus on what truly drives impact, and delegate effectively is what separates good executives from great ones.
Resilience & Emotional Intelligence — Challenges are inevitable, but a great leader remains steady under pressure, self-aware, and emotionally intelligent. Understanding your own emotions and those of your team allows you to lead with confidence, empathy, and strategic poise, even in times of crisis.
In your opinion, what are a few ways that leaders and executives can help create a thriving and fantastic work culture?
Success should be defined and celebrated. Whether it’s a great press placement, a strong campaign, or a key policy win, acknowledging small victories keeps morale high.
Additionally, leaders should set clear, achievable goals and create an environment where people feel valued. Encouraging collaboration, open dialogue, and innovation fosters a thriving workplace.
This is our aspirational question. Brendan, because of the great work that you’ve done, you’re a person of enormous influence and people take your words very seriously. If you could spread an idea or inspire a movement that will bring the most amount of good to the most amount of people, what would that be?
We are at a moment of massive transformation, whether through AI, shifting political landscapes, or economic changes.
If I could inspire a movement, it would be about embracing change rather than fearing it. The world has always evolved, but how we approach that evolution determines whether it becomes an opportunity or a crisis.
By fostering curiosity, humor, and optimism, we can better adapt to shifts in technology, politics, and business. Instead of resisting change, we should look for ways to harness it for positive impact — for individuals, businesses, and society as a whole.
How can our readers continue to follow your work at Internet for Growth online?
You can follow my work at Internet for Growth, on LinkedIn or connect with me on X. We actively engage with policymakers, businesses, and the public on the future of digital advertising and small business growth.