The Interview With Cary Hatch

JM: Let’s go back to when you purchased MDB Communications at just 30 years old. What gave you the confidence to take that leap?

CH: It was less about confidence and more about recognizing opportunity. I had been helping Michael David Brown expand several ventures—his design firm, MDB Communications, and Winterberry Publishing—and one day I realized I was spread too thin. I wasn’t fulfilling a meaningful mission with any of them. I handled contracts, secured new business, and supervised execution. However, I didn’t feel like I was fulfilling a particularly meaningful mission for any of our three small companies.

Michael suggested I buy MDB Communications. I was only 30, young, single, and figuring things out. But then I thought, why not me? I felt successful enough in new business development, account management, and strategy. If I failed, so what? My father, who built a successful career in international sales and marketing, had been a tremendous role model. That gave me just enough courage to take the leap. Let’s face it, in the 1970s, 80s, or even the 60s, there weren’t many female role models at that time. Confronted with this opportunity, learning what you don’t know was an incredible journey.

So, I asked my parents to lend me $10,000. I bought the company and started learning its business side. It was the pre-internet era—no roadmap, just curiosity and grit. There was still enough runway to recover if I failed.

JM: In a Washington Business Journal profile, you said, “If I failed, so what?” How did that mindset influence the way you approached risk and opportunity in those early years?

CH: I learned to weigh risk through a cost-benefit lens: what’s truly at stake, who will be impacted, and how can we prepare? Each challenge brought lessons—some scar tissue, yes—but every setback made me a more thoughtful decision-maker. I’ve also learned to rely on peers, industry experts, and mentors. I seek advice from people I trust to provide me with constructive feedback. That allows me to take a moment, take a breath, and think through the emotional and financial implications before making a decision.

JM: Within a year, you grew MDB’s revenue from $200,000 to $1 million. What fueled that remarkable growth?

CH: Fear of failure was a major motivator for me. Inc. magazine once ran an article called “Fear of Failure,” and it spoke to me. It said, “Sometimes fear makes people catatonic—or it inspires them and fuels their success.” I’m definitely the latter.

I take thoughtful risks. I consider myself a fairly conservative entrepreneur, but that doesn’t mean I take no risks. You must be willing to put yourself out there in a thoughtful way with a reasonable opportunity to succeed. I didn’t want to let my family down, I didn’t want to let my employees down, and I certainly didn’t want to let my clients down—so yes, I felt a fair amount of pressure to succeed.

JM: As you scaled MDB, what were some of the toughest challenges you faced, and how did you overcome them?

CH: As you know, this is a people industry. It’s all about the talent—building the right team. I was very thoughtful about who I surrounded myself with and never assumed I had all the answers.

For instance, being a creative agency, when we needed to create a media department, I didn’t try to do it myself. I brought in an expert—an existing media director who already had her own firm—to interview for my media director position. I knew I didn’t know enough to hire the right person on my own. Being humble enough to know what you don’t know is vital.

As a young creative, I realized I loved the industry but didn’t want to be average. I was a perfectly mediocre art director—and that wasn’t good enough. So, I leaned into leadership, strategy, and vision. That shift in mindset made all the difference.

JM: Who have been your most influential mentors or guiding lights, and what lessons from them continue to shape your leadership style today?

CH: There are so many. Early on, I devoured every book I could find about advertising and leadership. Shelly Lazarus, the chairwoman of a major publicly traded organization, was one of my guiding lights—an incredible female leader at a time when there weren’t many. And my grandmother, who lived to see 106, was a true trailblazer of her time.

Entrepreneurs like Ted Leonsis also inspired me. Long before AOL or Monumental Sports, he was literally making payroll with his credit cards. That kind of courage and self-belief was fascinating to me. I also learned from Vince Lombardi’s leadership philosophy—about grit, discipline, and the power of teams. I follow many different people. Any number of leaders who have risked it all have become fuel for me.

JM: We share a mutual friend in Anthony Shop, co-founder and chief strategy officer of Social Driver. On his Chief Influencer podcast, you described your journey as “not for the faint of heart.” Can you expand on that and the role resilience has played in your success?

CH: It’s about giving yourself not just permission to lead, but also grace. You’re going to have blind spots. You can’t control everything—and that’s okay.

The 2008 financial crisis was a defining moment for me. Fannie Mae was our largest client, and I got an urgent call asking us to place full-page national ads announcing something called “TARP.” I had no idea what that even was at the time. When Fannie Mae went into conservatorship, the ripple effect was massive.

But I had always been conservative with cash—because cash is king. That discipline helped us weather the storm. The lesson? Even when you do everything right, the world can shift under your feet. Resilience is about preparation, adaptability, and a willingness to keep showing up.

JM: Every entrepreneur faces bumps in the road. What setbacks did you encounter, and what did you learn from them?

CH: Every challenge teaches you something—what you can and can’t do, and who you can lean on. Crisis teaches clarity. You have to make quick, thoughtful decisions to protect your people, your clients, and your reputation.

Being in business for more than 40 years is a long run. Values, expectations, and measures of success change over time, and you have to evolve with them. It’s not personal; it’s just the nature of growth.

I’ve faced everything from recessions to technological revolutions. Each one demanded fast, informed choices about staffing, investment, and direction. Having the right partners and treating people well has always been my north star. Everything in this business is reciprocal.

JM: If you could go back and give your 30-year-old self one piece of advice, what would it be?

CH: Follow your passion—the money will follow. Money is a byproduct, not the goal. Advancing the brands we represented was first and foremost. And don’t wait for someone to hand you permission to lead.

Integrity matters. So does perspective. Don’t get too high on your wins or too low on your failures. Every “less than glamorous” task teaches something valuable. And please—don’t compare yourself to others. Your journey is your own.

JM: You’ve received numerous accolades, including the Washington Business Journal’s 2024 Lifetime Achievement Award. Looking back, what accomplishments are you most proud of?

CH: The campaigns that made a difference—those that encouraged people to open up their hearts and minds. Working with The Partnership for a Drug-Free America was one of the most meaningful experiences of my career. Knowing our work helped raise awareness about addiction on a national scale was incredibly rewarding.

I’m also proud of my work on the National Advertising Review Board. We evaluated truth in advertising claims at a national level—protecting consumers and advancing ethical standards. Helping elevate advertising as a respected industry has been deeply fulfilling. And of course, spearheading Advertising Week DC in 2004.

When we worked with Destination DC as the agency of record for seven years, we helped drive record tourism. That meant something—not just to me, but to the city I love. Measure success by the difference you make, not the trophies you collect.

JM: For young professionals—or aspiring entrepreneurs—who want to create a meaningful path of their own, what wisdom would you share?

CH: Be humble. This industry is not for the arrogant. Listen, learn, and don’t be afraid to bench yourself when someone else is better suited for a task.

Tenacity isn’t optional—it’s the cost of entry. Define your own yardstick for success. For me, it was never about headcount or office space; it was about impact.

Don’t beat yourself up—it’s a waste of time. In my opinion, the single most important ingredient for success is passion.

JM: On a lighter note, what book are you currently reading—or a book that has stayed with you—that you’d recommend to others?

CH: Winners and Losers by Sydney J. Harris. It’s out of print, but I continue to hunt down copies on eBay. The wisdom in that book has guided me for decades.

A few quotes I return to often:

“A loser feels cheated if he gives more than he gets. A winner feels that he is simply building up credit for the future.”

“A loser prides himself on his independence when he is merely being contrary; prides himself on his teamwork when he is merely being conformist. A winner knows which decisions deserve an independent stance and which should be gone along with.”

“A winner knows that every rule in the book can be broken except one: be who you are and become all you are meant to be.”

Those axioms keep me grounded.

JM: Finally, what message would you offer to those who admire your work and hope to emulate the impact you’ve made in the Washington, D.C. community?

CH: Give back. Consider your community and how you can make a positive impact. Mentor young people. Share your scar tissue so others can learn from it.

I’m often asked why I donate so much of my time and do so much pro bono work. My answer is simple: Because they need it, and because I can. Whether it’s through 51 Steps to Freedom, the Greater Washington Partnership, or Whitman-Walker, using your talent to help others is a privilege.

JM: You seem to put in some long hours, and I’m sure a lot of those spill into weekends, too. You dedicate a significant amount of your time to causes you care about and to the broader advertising and communications communities. When you do get a little downtime, how do you like to spend it with your family to relax and recharge?

CH: I’m an avid sports fan and enjoy all of our DC home teams, including the University of Maryland Terps! My more than passing interest in music (R&B, Disco, Funk, and Opera) makes me a regular at concerts. Also, visiting my son and daughter-in-law in NYC with my husband is always a treat.

JM: Thank you, Cary, for sharing your time, your wisdom, and your remarkable journey. It was such a pleasure to sit down with you. I’m deeply appreciative of the thoughtful exchange we shared.

To learn more about her work, visit caryhatch.com