Q&A with Richard Nash
Q: What first brought you to DC, and how did you establish yourself in the government relations (or public affairs) scene?
A: I started my career in Brussels working at a firm that supported public affairs for eBay Inc., which was the umbrella organization for eBay, PayPal and Skype at the time. They asked me to join them in-house which I did, managing EU government affairs for eBay – specifically to work on competition and ecommerce issues. Then, I had an incredible opportunity to move to eBay’s headquarters in Silicon Valley as the Chief of Staff to the global head of Government Relations. I was subsequently promoted to run Government Affairs for the Americas and was spending all my time in D.C. So, about 10 years ago I moved to D.C. and I’ve stayed since then, establishing PayPal’s new Government Relations team after its spin-off from eBay Inc.
From a professional perspective, the most valuable thing I did upon arriving in D.C. was get to know as many people from the different parts of the D.C. community as possible: the administration, government departments and agencies, Capitol Hill, lobbyists, fundraisers, associations, think tanks, diplomatic missions, and international organizations. D.C. runs on networking and relationships, and I found people to be very open to “outsiders” like me. Embracing the opportunity to connect with people is so integral to learning how any government city works.
Q: What were some of the biggest cultural adjustments you faced when transitioning from Brussels to DC?
A: For me, shifting from a European mindset to a U.S. mindset with regards to policymaking was flexing a new muscle. Process is different, but the intricacies of U.S. politics are even more challenging to understand. Local, regional, and historical issues all play roles in the positions that each party – and groups within them – might take. I quickly learned that I needed to spend time not just with the different influencers in D.C., but also in state capitals where policymaking is just as consequential. As a visitor to the U.S., I had mainly seen the east and west coasts, but I only truly began to understand cultural influences on U.S. policymaking once I’d spent time in other parts of this fascinatingly diverse and beautiful country.
Q: From a transatlantic perspective, what are some ‘do’s and don’ts’ for professionals working across both cities, or looking to move from one to the other?
A: I think the most important thing is to be curious. Ask questions and understand the origins of certain policies and positions. And give yourself some grace – it takes time to learn the theory and practice of how you do your work in D.C. as compared to Brussels, or anywhere else in Europe. In most industries, U.S. state capitals are also important policymaking centres, and these operate differently from D.C. too – just as each capital city across Europe is very different from policymaking and decision-making in Brussels.
Remember that all politics is local and stay in touch with your networks in other places. Don’t trap yourself in political or sector-specific “bubbles”. Few people get to truly experience working in different cultures, so embrace the opportunity – it will become a valuable part of your personal brand!
Q: What are some of the biggest differences between Brussels and Washington D.C. in how public affairs is conducted?
A: There are huge differences of course, especially in the processes and the tools at your disposal in public affairs and lobbying. Nonetheless, the golden rules of getting your message to the right people, at the right time, using the right methods hold true in every market I’ve worked in.
There are so many individual differences between D.C. and Brussels aside from the regulatory process itself, but chiefly I’d say: the role and expectations of key decisionmakers’ staff; how political fundraising impacts key players in the U.S. political system; how consultations are administered so differently in each place; the politics impacting Brussels vs EU Member States and U.S. Federal vs U.S. State decisions; the very different roles of outside lobbyists in each of the jurisdictions you operate in; the changing role of different media and think tanks and other influencers in the public affairs and lobbying sphere… To name a few!
Q: What’s one moment or lesson that truly surprised you about working in Washington?
A: I’m still an optimist and the main thing that continues to surprise and delight me is that despite how contentious and sometimes hostile politics and lobbying can be, most people involved remain kind and generous with their time and their willingness to discuss the issues at hand. Most of us are in the business for the right reasons: protecting and defending the best and legitimate interests of the people and organizations we represent. I hold on to that dearly, and I urge no one to take that for granted.
Q: What advice would you give to a European looking to break into the US government relations world?
A: The key thing is to have a compelling hook that tells people how you’ll add value. Whether it’s a new role, or a new service you’re seeking to provide, people will be intrigued if you can communicate what you’re seeking to influence and how you plan to succeed. Even then, always be humble – there will always be a surprise around the next corner.
