Podcast Summary: Second in Command – Ep. 557 – ACP COO Richard Comitz: How to Lead By Example in the Nonprofit World

Episode Overview

This episode of the "Second in Command" podcast, hosted by Savannah Brewer (subbing for Cameron Herold), features Richard Comitz, Chief Operating Officer of American Corporate Partners (ACP). Richard—a retired Army Lieutenant Colonel with decades of leadership experience—discusses his path from military command to nonprofit operations, how leadership translates across sectors, and his philosophy of leading by example. The conversation explores Richard’s adaptive leadership, building intergenerational teams, partnership cultivation, and strategies for scaling nonprofit impact, especially in mentorship for veterans and military spouses transitioning to civilian careers.

Key Discussion Points & Insights

Introduction: Who Is Richard Comitz & What Is ACP?

[02:09 – 02:44]

• Richard is the COO at ACP, a nonprofit matching veterans and military spouses with volunteer corporate mentors to help with civilian career transitions.
• ACP serves over 5,000 active mentorships at any given time and received about 20,000 applications last year. The organization maintains a staff of roughly 80, the majority in operations roles connecting mentors and protégés.

Richard’s Journey: From Military to Nonprofit Leadership

[04:12 – 05:22]

• Richard spent 23 years in the US Army, transitioning through various command and teaching roles while earning his advanced degrees, culminating as a West Point faculty member.
• Post-Army, he moved into higher education administration and then to ACP, drawn by his desire to serve and help bridge military and civilian communities.

Quote:
"What attracts me to ACP is being able to kind of help my people, if you will. ...It kind of helps bridge that gap between the civilian and military population to show the value of them in the workforce." — Richard [05:29]

Onboarding and Evolving the Role of COO

[07:30 – 08:48]

• Richard began as Senior Vice President, rapidly absorbing additional duties and moving into the COO role within six months.
• His early focus: understand ACP deeply, represent the organization to partners, and assimilate roles for scalable leadership.

Quote:
"...once I understood [the executive director's role], I kind of absorbed her job and she was able to move to a different role." — Richard [08:16]

Current Scope as COO: Wearing Many Hats

[09:01 – 10:43]

• Manages corporate partnerships, strategic outreach, communications, finances, HR, and people management.
• Acts as a critical connector between strategy and execution, often serving as a problem-solving hub for both operational and developmental staff.
• Emphasizes approachability for team members.

Memorable Moment:
Richard shares he has a glass office and often hangs an “I’m on Zoom” sign because so many team members drop in for input or advice. [10:43 – 11:31]

Building and Sustaining a Multigenerational, Entry-Level Team

[12:45 – 14:11]

• Roughly 70 out of 80 staffers are in their first or second job, with a clear structure that supports growth from entry-level to middle management.
• ACP uses a robust three-week training program, cross-team exposure, and professional development matching both company needs and individual interests.

Quote:
"My goal is to get them exposed to as much as they can, what they want at the right level, and for as long as they're here..." — Richard [15:32]

Partnership Development and Maintenance

[16:46 – 19:19]

• New partnerships come from referrals, trends, grant applications, and targeted outreach.
• Sustaining partnerships relies on regular, meaningful updates (impact stories, volunteer stats), collaborative marketing, and making volunteering easy for partner companies.

Military Leadership Skills in Nonprofit Operations

[19:29 – 21:34]

• Mission focus: “How can we get this done?” mindset.
• Creative problem-solving and transparent communication.
• Directly leverages lessons from military command to foster accountability, resilience, and adaptability in the civilian nonprofit context.

Leading By Example & Cultivating Team Resilience

[21:34 – 23:38]

• Richard makes himself approachable, provides hands-on support, and openly addresses capacity or confidence concerns.
• Encourages managers to invest in teaching and problem-solving rather than mere delegation.

Quote:
"One of the most important things you do is lead by example, right? So I know what their job is. I know how to do their job. I know what it takes to do their job." — Richard [23:02]

• He steps in when needed: “If I can tell they don’t have time to do something, I’ll just do it...”

Individualizing Leadership for Diverse Teams

[23:57 – 25:04]

• Richard regularly meets with all 80 team members to understand their motivations and uncover their strengths and weaknesses.
• Stresses the importance of tailoring approach for each individual.

Quote:
"The best thing you can do as a leader is understanding what makes each individual person tick and what their strengths and weaknesses are..." — Richard [24:25]

Managing the Multitude: Systems & Delegation

[25:18 – 26:59]

• Relies on tactical sub-teams, structured check-in meetings, distributed responsibility, and cascade reporting to handle the volume.
• Keeps track of big-picture and details through scheduled contact points with direct reports.

Personal Organization: Schedule, Habits, and Growth

[27:19 – 29:06]

• Calendar is transparent and accessible—team members book open slots as needed, reducing scheduling friction.
• Early morning workouts and an hour-long commute, used for reading or leadership podcasts.
• Also helps manage his wife’s bookstore, balancing nonprofit and small business demands.

Continuous Learning and Wellbeing

[29:16 – 35:01]

• Recommends podcasts like Peter Attia, Huberman Lab (health/nutrition), Jocko Willink's podcast (leadership/military), and selective Joe Rogan episodes.
• Current reading: Vince Lombardi biography.
• Health focus: prioritizes strength training, protein intake, and stress management.

Quote:
"Muscle is an indicator of longevity oftentimes too...prevents you from, you know, stepping off the curb and breaking a hip when you're older..." — Richard [34:06]

The COO–CEO/Founder Relationship: Balancing Vision and Operational Evolution

[35:01 – 41:10]

• ACP’s founder (the CEO) is still intensely involved after 17 years; adjusting to rapid growth and complex new systems has required adaptation on both sides.
• Richard emphasizes staying aligned with the CEO’s mission, communicating effectively, and often taking “flanking” approaches to introduce changes.

Quote:
"Everything that I do, I have [the founder's] mission and goal in mind. ...Direct is good—'Have you thought about this?' versus 'You need to do this.'" — Richard [39:17]

Looking Ahead: Capacity Building and Personal Growth

[41:55 – 43:39]

• ACP recently received a sizable capacity-building grant, which will support marketing, PR, social, and tech innovations.
• Richard looks forward to this creative challenge and to continuing growth in his professional and personal life—especially through exposure to new ideas via the bookstore venture.

Notable Quotes & Memorable Moments

• On mentoring a young team:
  "My goal is to get them exposed to as much as they can, what they want at the right level, and for as long as they're here..." [15:32]

• On leading by example:
  "One of the most important things you do is lead by example...I know what their job is. I know how to do their job. I know what it takes to do their job." [23:02]

• On founder dynamics:
  "There’s always going to be that, kind of, founder’s point of view...I always have to kind of remember that." [37:30]

• On systems and feedback:
  "I have the fail safe through subordinates of setting up these periodic meetings and goals..." [25:36]

Important Timestamps

• [02:09] – Introduction to ACP and its mission
• [04:12] – Richard’s career journey & transition story
• [07:30] – First 90 days and absorbing the COO portfolio
• [09:01] – Description of day-to-day COO responsibilities
• [12:45] – Breakdown of team demographics & development
• [16:46] – Cultivating and maintaining external partnerships
• [19:29] – Military skills carried into nonprofit leadership
• [21:34] – Fostering resilience in a young workforce
• [23:57] – Approach to individualized, strengths-based leadership
• [25:18] – Meeting structures & handling complexity
• [27:19] – Daily schedule, personal resilience habits
• [29:16] – Recommended podcasts and learning resources
• [35:14] – Dynamics of the COO-CEO/founder relationship
• [41:55] – Excitement about ACP’s capacity building grant and future growth

Closing Invitation

ACP welcomes those interested in mentoring or partnering; information can be found at acp-usa.org.

This episode offers a candid, practical look at nonprofit leadership, intergenerational team development, mission-driven partnership, and leading with integrity and flexibility. A valuable listen for both seasoned and emerging operations leaders.