From Political Operative to PR Powerhouse: MWW’s Michael Kempner on Building Brands, Battling Inequality, and Betting Big on AI
“Empathy is the bedrock of our leadership model. I truly believe that if you can put yourself in someone else’s shoes — whether it’s your employee, your client, or your stakeholder — you’re going to make better decisions… And kindness is not weakness. You can be kind and still hold people accountable. In fact, we expect high performance, but we want it delivered with heart.”
I had the pleasure of talking with Michael Kempner. Michael is the founder and chief executive officer of MikeWorldWide (MWW), one of the largest independent public relations firms in the United States. Over nearly four decades, he has built a reputation as a strategic communications adviser to Fortune 500 companies, political leaders, and global brands, blending a background in politics with a deep understanding of reputation management and crisis response.
Raised in Morton Grove, a suburb of Chicago, Kempner describes his early life as a blend of postwar suburban tranquility and national upheaval. Growing up during the Vietnam War and the civil rights movement, he was immersed in political conversation from a young age. Dinner table discussions often revolved around civil rights, Watergate, and local politics. This environment, he has said, instilled in him a belief that individuals have a responsibility to improve the world around them.
Kempner moved to Washington, D.C., to attend American University, drawn by a desire to engage directly in politics. While still a student, he took on a series of senior roles, including special assistant to NJ Governor Bendan Byrne, legislative director for a member of Congress, and deputy finance chairman of the Democratic National Committee. He completed his undergraduate studies at night while working full-time, graduating over a weekend and returning to the office the following Monday.
His departure from politics led him into an unexpected industry: chocolate. As president of a company aiming to legalize the sale of liquor-filled chocolates in the U.S., Kempner leveraged his policy expertise to change more than 30 state laws and a federal law. He oversaw factory construction, product development, and national distribution, but ultimately found the operational aspects of manufacturing unfulfilling. That experience would serve as a launching pad for his future in consulting.
By the mid-1980s, Kempner was quietly building a portfolio of clients seeking political and strategic counsel. Without having previously worked at a public relations firm, he began advising corporations and elected officials alike. What began as informal consulting soon evolved into a formal business. Drawing on his political instincts and surrounding himself with experienced professionals, he founded MWW in 1986.
From the start, Kempner’s approach to communications diverged from industry norms. With no formal background in PR agency operations, he approached client challenges from first principles, prioritizing action, ideas and adaptability over convention. A formative early win came when Continental Airlines hired his firm for a modest project. The relationship expanded, and the airline became a cornerstone client, helping to establish MWW’s national reputation.
Over the years, Kempner has handled a wide range of high-profile assignments, from crisis communications following a plane mishap at LaGuardia Airport to corporate turnarounds and high-stakes brand campaigns. He has led communications in rooms with U.S. presidents, heads of state, and Fortune 10 executives. But, most importantly to Kempner is his work for entrepreneurs who he helped grow their business from the seed of an idea to global leaders. In 2000, he sold the firm to Interpublic Group, one of the world’s largest advertising conglomerates, and repurchased it in 2010. Under his leadership, MWW has expanded through strategic acquisitions and grown to include practices across corporate reputation, public affairs, brand marketing, healthcare, technology, sports and entertainment, digital strategy and influencer strategy.
Among the firm’s most recognized campaigns is “Stronger Than the Storm,” launched in the wake of Hurricane Sandy to promote recovery and tourism along the New Jersey shoreline. The campaign garnered multiple industry awards and has been cited as a model for purpose-driven storytelling in crisis.
In recent years, MWW has made significant investments in emerging sectors such as women’s sports and artificial intelligence. The firm represents organizations including the WNBA, the National Women’s Soccer League, and new ventures like Unrivaled, a rapidly growing women’s basketball league. Kempner sees this work not only as a business opportunity but as a vehicle for elevating underrepresented athletes and reshaping brand engagement.
At the same time, Kempner has positioned MWW at the forefront of integrating AI into communications strategy. Citing a crisis of confidence among chief marketing and communications officers, he has championed data-driven tools that offer greater predictability and insight in a volatile information landscape. His emphasis on using AI to refine messaging and target audiences reflects broader shifts in how firms measure the value and impact of communications.
Kempner attributes much of MWW’s culture and success to a philosophy rooted in radical transparency, empathy, and accountability. He speaks frequently about the importance of kindness in leadership, challenging the notion that it conflicts with high expectations. The company maintains a set of internal “non-negotiables” used during hiring to assess cultural alignment, emphasizing values and not just technical qualifications.
Throughout his career, Kempner has remained closely involved with political and philanthropic efforts. While he avoids partisan labels in public discussion, he has long advocated for reducing income inequality and strengthening democratic institutions. He has expressed concern about economic disparity in the U.S., describing it as a threat to both societal stability and long-term capitalist sustainability.
For Kempner, the work of building a business has always been intertwined with broader social considerations. From his early days as a child who watched election returns instead of cartoons to his current role advising major corporations and governments, he has consistently positioned communication not only as a business tool but as a catalyst for progress.
Now in his fourth decade at the helm of MWW, Kempner remains focused on evolving the firm to meet the demands of a rapidly changing world. Whether working to redefine the role of PR in the age of AI or championing a more inclusive sports industry, he continues to pursue a vision shaped by both his political roots and entrepreneurial instincts.
Yitzi: Michael, it’s a delight and an honor to meet you. Before we dive in deep, our readers would love to learn about your personal origin story. Can you share with us a bit about your childhood and how you grew up?
Michael: The honor is mine — thank you. I grew up in Morton Grove, a modest suburb just outside of Chicago. It was classic mid-century Americana — tree-lined streets, kids on bikes, backyard barbecues. Think of it as something right out of a 1960s movie. I shared a bedroom with my younger brother, while our older sister was just down the hall. One bathroom for the whole family. Three goldfish I won at a local fair, a couple of turtles. Life was simple, and in many ways, it was idyllic.
But even in those seemingly simpler times, the world was complicated. The country was deeply divided, not unlike what we see today. The Vietnam War was raging. The civil rights movement was fundamentally reshaping the nation. We lived in a time of great turbulence. You’d see a plane fly overhead and think it was the most amazing thing in the world, but turn on the evening news and watch cities burn.
My family was politically progressive and deeply engaged in public discourse. Dinner table conversations were about civil rights, Watergate, the war, and the leadership crisis under Nixon. I learned early that leadership wasn’t about titles — it was about responsibility. We were raised to believe that the measure of your life is what you give back to the world. It was clear to me, even as a child, that if you wanted to make a difference, you had to get your hands dirty.
Yitzi: Can you tell us a bit about how you first started in public relations?
Michael: My path into public relations wasn’t linear — it was forged through politics. From a very young age, I was drawn to campaigns, policy, and people. While other kids were watching cartoons, I was watching the Watergate hearings. Politics wasn’t just interesting — it was destiny.
So I enrolled at American University in Washington, D.C., with a singular focus: immerse myself in the political world. I didn’t wait for graduation to get started. I began working full-time in political roles even before completing my sophomore year — legislative director to a Congressman, special assistant to a Governor, Deputy Finance Chairman of the DNC. I took all my classes at night and worked 60+ hours a week. I even paused school for a year to help lead President Carter’s reelection efforts in several states. I graduated on a weekend and went back to work that Monday in the same job. It wasn’t a transition — it was a continuation.
Eventually, I moved on from politics and took an unexpected detour into the business world — running a chocolate company. Not because I loved sweets, but because the founder needed someone who could change laws. Liquor-filled chocolates were illegal in the U.S., and he wanted to import them. So I went state by state — 30 in all — and then changed the federal law. Built factories, created packaging, developed marketing strategies, launched the brand.
But once the thrill of launch was gone, I was left running a manufacturing and distribution operation. That wasn’t my passion. For the first time since high school, I didn’t know what came next.
Then, people from my political network started calling. They had business issues — crises, legislation, reputational challenges. Could I help? Sure. And when they offered to pay me, I realized: maybe this is what I do next. At first, it wasn’t a company, just me helping solve problems. I didn’t even know what a “client” was. But before long, I had a dozen of them.
That’s when I realized I wasn’t between jobs — I had started something. And that something became MWW. I’d never worked in a PR agency. Never stepped inside one. But I knew how to solve problems, craft strategy, build coalitions, and move public opinion. That was the foundation. I wasn’t bound by agency dogma — I just did what worked. And it worked really well.
We began delivering results in weeks that legacy firms had struggled to produce for years. That ability to cut through bureaucracy and focus on outcomes became a core differentiator. It still is.
Yitzi: You probably have some fascinating stories from your successful career. Can you share one or two that really stand out in your mind from your professional life?
Michael: There are so many. I’ve been doing this for 38 years, and our story is one of constant evolution. But I’ll give you two.
The first was early on, when we were still a small firm — maybe 10 or 15 people. Continental Airlines, then one of the largest global carriers, came to us with a small project. It was a test. We delivered, and they made us their agency of record. That one moment put us on the map. It changed the trajectory of the company.
The second moment is more thematic: our willingness to embrace risk. I sold the firm to Interpublic Group in 2000 and bought it back in 2010. Both were calculated risks, and both paid off. We’ve also made acquisitions — some great, others less so. But we’ve always learned and grown.
And of course, campaigns like “Stronger Than the Storm” after Hurricane Sandy — those are proud moments. We helped rebuild the Jersey Shore and won Campaign of the Year globally. That kind of work — where impact meets purpose — is why we do what we do.
Yitzi: It’s been said that our mistakes can be our greatest teachers. Can you share a story of a mistake you made when you were first starting out and the lesson you learned from it?
Michael: Absolutely. Failure is fundamental. It’s built into our company philosophy. We believe in failing fast and learning faster. If you’re not failing, you’re not trying hard enough.
My biggest mistakes usually fall into two categories: hiring the wrong people and holding on to toxic clients. A bad hire can do real damage — to morale, to culture, to performance. And bad clients? I don’t mean demanding clients — those are good. I mean the abusive ones who tear people down. I’ve kept those clients too long before, and I’ve regretted it every time.
As a younger leader, I also let emotions drive decisions. I’d hang up the phone and immediately think, “Why did I say that?” Over time, I learned the power of the pause. Don’t react. Reflect. Then respond. That evolution — learning to lead with empathy, not ego — was transformative.
Yitzi: What has been the most challenging role or project you’ve taken on?
Michael: Some of our most high-stakes assignments are confidential. We’ve helped CEOs under fire, brands in existential crisis, and even advised global leaders. These were “bet the company” moments. And in nearly every case, we navigated them to success.
That’s what we do best. In moments of volatility, we help our clients stabilize, rebuild trust, and emerge stronger. Our deep experience in reputation and crisis management — frankly, having invented many of the best practices used today — sets us apart.
Yitzi: You have so much impressive work. Can you share with the readers — whatever you’re allowed to share — the exciting projects you’re working on now? And where do you see yourself heading in the near future?
Michael: Right now, I’m most excited about our investment in AI and its role in transforming how we work. Our integration of artificial intelligence is redefining precision, predictability, and performance for our clients.
AI isn’t a gimmick — it’s the future of decision-making. We’re using it to drive better outcomes across the board. From predictive modeling and sentiment analysis to campaign optimization and executive visibility, AI enables us to offer unparalleled precision. We can now measure, anticipate, and even preempt issues with a level of accuracy that was impossible just a few years ago.
What’s more, our independence gives us an edge. Unlike holding company agencies bogged down by bureaucracy, we move with speed and agility. We’ve already built proprietary tools and platforms that leverage generative AI, advanced data analytics, and real-time monitoring. And we’re partnering with leading tech firms to stay on the cutting edge.
Clients today are overwhelmed with data and paralyzed by uncertainty. CMOs and CCOs are afraid to make the wrong call. What they want is clarity. What they need is confidence. And that’s what we provide: evidence-backed, AI-informed strategies that deliver.
At the same time, we’re leading the way in women’s sports. We do more in this space than any other PR firm in the country. From the WNBA and NWSL to Unrivaled and a growing roster of elite female athletes, we’re not just representing women’s sports — we’re helping redefine it. The cultural, commercial, and brand value of women’s sports is exploding, and we’re proud to be at the forefront.
And let’s not forget our sports practice — the largest in the industry. Whether it’s launching new Puma sneakers, driving FanDuel’s meteoric rise, or building reputational capital for Caesars and The Cheesecake Factory, we’re executing across sectors with unmatched impact.
Ultimately, it all comes back to building bulletproof brands. That’s our mission. That’s what we do.
Yitzi: Beautiful. You’ve won awards for being one of the best places to work. Can you share some ideas on what other business leaders should do to create a fantastic work culture?
Michael: It starts with who you hire. We look for people who not only have the skills but embody our values — empathy, service, excellence, innovation, and accountability. We’re guided by what we call the “10 Non-Negotiables” — a set of principles that define our cultural expectations.
We emphasize radical transparency. We listen actively — especially to our junior and mid-level staff. We practice what we preach by being radically honest, even when the news isn’t great. That builds trust. If people believe you when times are tough, they’ll believe in you when times are good.
Empathy is the bedrock of our leadership model. I truly believe that if you can put yourself in someone else’s shoes — whether it’s your employee, your client, or your stakeholder — you’re going to make better decisions.
And kindness is not weakness. You can be kind and still hold people accountable. In fact, we expect high performance, but we want it delivered with heart. Our people are our differentiator. I still love coming to work because I get to spend time with dynamic, curious, and purpose-driven colleagues. That’s what sustains our culture.
Yitzi: This is our final aspirational question. Michael, because of your great work and the platform you’ve built, you’re a person of enormous influence. If you could put out an idea, spread a message, or inspire a movement that would bring the most good to the most people, what would it be?
Michael: I would double down on empathy as a leadership framework. If more leaders made decisions through the lens of empathy, we’d see smarter, more sustainable outcomes — in business, in government, across society.
There are many issues that need urgent attention — climate change, gun violence, education, healthcare — but the one that underpins everything else, in my view, is income inequality. It’s not just a moral issue — it’s an economic and social stability issue.
I’m a capitalist. I believe in ambition, wealth creation, and the power of business. But we can’t build a sustainable economy if only the top 1% thrives. America runs on consumption, and when more people have spending power, everyone benefits.
We don’t need equal outcomes. But we do need equal access to opportunity. That means leveling the playing field, not flattening it.
And the biggest threat tied to inequality is the rise of authoritarianism — both at home and abroad. When people feel left behind, they become more susceptible to fear and extremism. Democracy depends on hope. And hope thrives when opportunity is widespread.
So if I could inspire one movement, it would be this: lead with empathy, invest in equity, and protect democracy — not just for today, but for generations to come.
Yitzi: Michael, thank you so much for this really informative and inspirational interview. I wish you continued success.
Michael: Thank you. It’s been a true pleasure.
From Political Operative to PR Powerhouse: MWW’s Michael Kempner on Building Brands, Battling… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.