Introduction
Summary of the book The Fixer by Bradley Tusk. Before we start, let’s delve into a short overview of the book. How One Man Helps Cool Startups Win Against Big Politics Imagine you have a brilliant idea for a new app or service, but powerful people and old rules are trying to shut you down. It sounds tough, right? That’s where Bradley Tusk, known as ‘The Fixer,’ comes in. Bradley has a special talent for helping startups like Uber and Lemonade fight against big challenges from the government and established companies. He knows all the tricks of political strategy and media magic to make sure these new businesses can thrive. Throughout his career, Bradley has faced many battles, from protecting ride-sharing companies to helping innovative insurance firms. In this book, you’ll discover how he uses his skills to turn the tables, showing that even small startups can stand up to powerful opponents. Get ready to dive into exciting stories of strategy, creativity, and determination that can inspire you to overcome your own challenges.
Chapter 1: How Bradley Learned the Power of Media to Control Political Stories.
Bradley Tusk started his journey in politics working for Henry Stern, a New York City council member and parks commissioner. In the 1980s, Bradley realized that politicians need constant attention and approval to stay popular. To keep Stern in the spotlight, Bradley had to be super creative because parks aren’t usually exciting topics. For example, when Stern wanted to make it illegal to cut down trees without permission, Bradley staged a funeral for the trees. This unusual event grabbed the media’s attention and made people care about protecting trees. Similarly, when a new bathroom was built in a park, instead of a boring ribbon-cutting, Bradley organized a funny ceremony where they ceremonially cut a toilet roll. These clever ideas made the news, kept Stern happy, and helped secure funding for new projects.
Bradley’s next big role was as the communications director for Chuck Schumer, a Democratic senator from New York. Schumer wanted to appear busy and important, even when there wasn’t much going on in Congress. Bradley and his team came up with inventive ways to keep Schumer in the news. They wrote tough letters to companies like Ford Motor Company to protest things like the rising cost of windshield wiper fluid. One time, they suggested modernizing old voting machines, which surprisingly became a hot topic during the chaotic 2000 presidential election. This idea made Schumer look like an expert and earned him a lot of positive media coverage. Bradley learned that by shaping the media narrative, he could help politicians achieve their goals and gain public support.
These early experiences taught Bradley the crucial role of public relations in politics. He saw firsthand how controlling the story could influence public opinion and political decisions. Whether it was creating buzzworthy events or strategically releasing information, Bradley knew how to keep his clients in the limelight. This skill became the foundation of his future work, where he would help startups navigate the tricky world of politics by mastering the art of media manipulation. Understanding the media’s power was Bradley’s first step toward becoming The Fixer for modern businesses facing political challenges.
Bradley’s ability to create engaging stories didn’t just benefit the politicians he worked for; it also prepared him for his later work with startups. He saw that the same principles applied to helping new companies gain acceptance and support. By learning how to attract media attention and shape public perception, Bradley developed a toolkit that would allow him to protect and promote innovative businesses. This chapter shows how Bradley’s early career laid the groundwork for his success in turning political battles into victories for those he helped.
Chapter 2: Picking the Right Enemy in Political Campaigns to Ensure Victory.
When Bradley Tusk took on the role of campaign manager for Michael Bloomberg’s bid for a third term as New York City Mayor in 2009, things were not looking good. Bloomberg had made some unpopular decisions, like raising taxes and water rates, which upset many New Yorkers. Bradley knew that to win the election, they needed a strong strategy to overcome these challenges. Instead of focusing on broad issues, Bradley decided to target a specific enemy: Anthony Weiner, a promising Democratic candidate. Weiner was popular, charismatic, and had strong support from various communities, making him a formidable opponent.
Bradley and his team launched a focused campaign to undermine Weiner’s chances. They discovered that Weiner had received donations from models, which was illegal since only U.S. citizens can donate. This information was leaked to the New York Post, resulting in a damaging story that tarnished Weiner’s reputation. Additionally, to intimidate Weiner, Bloomberg’s volunteers started knocking on doors in Weiner’s neighborhoods, making him feel constantly watched and pressured. They even targeted his online experience by buying ads specifically in his zip code, ensuring that Weiner’s potential voters saw Bloomberg’s campaign messages every time they went online.
This relentless and targeted approach made Weiner feel increasingly insecure about his campaign. With his polling numbers dropping and the fear of further scrutiny growing, Weiner decided to drop out of the race. This strategic move cleared the path for Bloomberg to win a third term as mayor. Bradley’s ability to identify and focus on the right enemy was crucial in this victory. By putting all their efforts into weakening Weiner, Bradley ensured that Bloomberg’s campaign remained strong and focused, ultimately leading to success.
This chapter highlights the importance of choosing the right target in political campaigns. Bradley showed that by concentrating resources and strategies on a specific opponent, campaigns can effectively neutralize threats and secure victories. This lesson is valuable not just in politics but also for startups facing competition. Understanding who to challenge and how to approach them can make the difference between winning and losing in any competitive field.
Chapter 3: How Bradley Saved Uber from Being Shut Down by Powerful Opponents.
Uber is a company that many people use every day to get rides, but its early days were filled with challenges. Traditional taxi drivers, unions, regulators, and politicians all saw Uber as a threat to their way of doing business. Unions didn’t like that Uber couldn’t be easily organized, and taxi companies were losing customers fast. Regulators were wary of this new, disruptive model, and politicians faced pressure from the taxi industry, which was their source of donations. Facing so much opposition, Uber needed help to survive, and that’s when they hired Bradley Tusk.
Bradley knew that to keep Uber operating, they needed to change the public narrative and show that Uber was beneficial to the community. In Washington, D.C., local taxi interests pushed for a law that would effectively ban Uber. Bradley saw an opportunity to shift the story by accusing politicians of keeping transportation prices high to protect the taxi industry’s profits. This accusation resonated with the public, making people question whether their leaders were more interested in protecting established businesses than in providing affordable transportation options.
To amplify this message, Uber used its app to encourage thousands of drivers and customers to contact their city council members directly. In just a few days, nearly 40,000 tweets and 50,000 emails flooded the politicians’ offices, showing strong public support for Uber. This overwhelming response made it clear to the politicians that ignoring Uber would cost them in public opinion and future elections. Faced with such a strong backlash, the proposed legislation to ban Uber was abandoned, and the company was allowed to continue operating.
Bradley’s strategy demonstrated that startups could overcome powerful opponents by mobilizing their user base and shaping public perception. By showing that the public supported Uber, Bradley forced politicians to prioritize voter sentiment over the interests of the taxi industry. This approach not only saved Uber in Washington, D.C., but also set a precedent for how other startups could handle similar political battles. Bradley’s work with Uber showed that with the right strategy, even the smallest companies could stand up to the biggest challenges and emerge victorious.
Chapter 4: Outsmarting a New York Mayor: Bradley’s Clever Plan to Protect Uber.
New York City is one of the most important places for any business, and Uber knew it had to succeed there to grow. However, Mayor Bill de Blasio wanted to limit Uber’s growth to just 1% a year, which would effectively kill the company in the city. Bradley Tusk devised a smart and unexpected strategy to fight back against the mayor’s plan. Instead of attacking de Blasio directly, Bradley chose to appeal to the very people de Blasio was trying to help: low-income residents, immigrants, and people of color. These groups actually benefited from Uber, as it provided reliable transportation options that yellow taxis often ignored.
Bradley ran ads featuring real Uber passengers from diverse neighborhoods like the Bronx and Queens. These stories showed how Uber helped these communities by providing easy access to rides, something they struggled to get with traditional taxis. By highlighting these positive impacts, Bradley made it clear that de Blasio’s restrictions were harming the very people the mayor was supposed to protect. This clever move turned the mayor’s own supporters against him, making it harder for de Blasio to justify his policies.
Next, Bradley focused on exposing potential corruption. He discovered that the taxi industry, which was de Blasio’s second-largest donor, had a significant influence on the proposed legislation. Bradley and his team created media stories that linked the mayor to these moneyed interests, making it look like de Blasio was more interested in pleasing his donors than in serving the public. This damaged the mayor’s reputation and weakened his position, as people began to see him as someone who put corporate interests above the needs of his constituents.
Finally, Bradley leveraged Uber’s massive user base by adding a de Blasio button in the Uber app. When users pressed this button, they received a message explaining the issue and were encouraged to email and tweet their local council members. This action led to 250,000 people contacting their representatives in just one week. The combined pressure from the media, the public, and Uber’s users made it impossible for de Blasio to maintain his stance. Eventually, the mayor dropped the restrictive bill, ensuring that Uber could continue to grow in New York City. Bradley’s innovative and multi-faceted approach proved that with the right strategy, startups could overcome even the most stubborn political obstacles.
Chapter 5: Fighting Against Unions: How Bradley Helped Handy Change Labor Laws.
Handy is a company that connects people with handymen and cleaners, offering a convenient way to book services. Unlike traditional employees, Handy’s workers are independent contractors, which means they don’t receive benefits like pensions or health care. Handy wanted to change this by creating a benefits fund that could also be used by other similar companies like Uber or Lyft. This idea was revolutionary because it allowed millions of workers to receive benefits while still enjoying the flexibility of being independent contractors. However, Handy faced a big obstacle: the powerful unions and existing labor laws that didn’t support their model.
Bradley Tusk stepped in to help Handy navigate these political challenges. The main opposition came from SEIU 32BJ, a union for security guards and janitors. Even though SEIU 32BJ didn’t represent Handy’s housekeepers, they opposed any changes that could make it easier for independent contractors to receive benefits. The union feared that allowing Handy’s model would undermine their ability to organize and represent workers. This made it incredibly difficult for Handy to push for the necessary changes in labor laws, especially since the union was influential and had strong ties with politicians.
Bradley and his team took the fight to New York State, but they quickly realized how tough the battle would be. The union president, Hector Figueroa, was up for re-election and couldn’t afford to appear weak. This meant he would fiercely oppose any attempts to modify labor laws in favor of independent contractors. When Bradley approached the governor’s office, he found that the governor wouldn’t support Handy’s proposal if the union was against it. This brick wall showed that even with creative strategies, overcoming entrenched political interests required persistence and determination.
Although Bradley didn’t win the fight for Handy in New York, he didn’t give up. Handy continued to battle at state and federal levels, striving to secure new laws that would benefit independent contractors. This experience taught Bradley that some political battles are tougher than others and require ongoing effort. It also highlighted the importance of understanding the motivations and influences of powerful opponents like unions. Bradley’s work with Handy demonstrated that while creativity is essential, persistence is equally important when trying to change the political landscape for the better.
Chapter 6: The Fantasy Sports Battle: How Bradley Helped FanDuel Fight Casino Giants.
Daily fantasy sports have become a huge industry, allowing fans to create fantasy teams and win money based on real players’ performances. Companies like FanDuel and DraftKings grew rapidly, attracting millions of users and significant investments. However, their success drew the ire of established casinos and anti-gaming groups who saw daily fantasy sports as a threat to their own businesses. These powerful opponents had strong relationships with state governments and politicians, making it difficult for startups like FanDuel to navigate the political risks involved.
Bradley Tusk understood that to protect FanDuel, they needed a solid political strategy. Initially, FanDuel was so focused on competing with DraftKings that they neglected the broader political environment. This oversight left them vulnerable when a scandal emerged in 2015, accusing a DraftKings employee of cheating to win a big prize on FanDuel. Although the accusations were never proven, the New York Times reported on them, leading to an investigation by the New York Attorney General. This put the entire daily fantasy sports industry at risk, with 39 states questioning the legality of these games.
With the stakes higher than ever, Bradley stepped in to help FanDuel fight back. He knew that the key to winning against the casinos was to rally FanDuel’s user base and demonstrate widespread support. Using FanDuel’s app, Bradley encouraged 150,000 customers to contact their state legislators and defend the legitimacy of daily fantasy sports. This massive wave of support put pressure on politicians, making it clear that the public valued these games and wanted them to remain legal. By mobilizing the users, Bradley turned the tide in favor of FanDuel and similar companies.
By the end of the 2017 legislative session, FanDuel had successfully secured the legality of daily fantasy sports in 15 states. While the outcome wasn’t perfect, it showed that with the right political strategy, startups could defend their business against powerful and well-connected opponents. Bradley’s work with FanDuel highlighted the importance of being prepared for political challenges and the power of a loyal customer base in influencing legislative decisions. This battle taught startups that ignoring political risks can lead to serious setbacks, but with strategic planning and user support, they can overcome even the toughest obstacles.
Chapter 7: How Lemonade Beat Traditional Insurance by Challenging the Rules.
The insurance industry is known for being complicated and slow, with long wait times and high prices. Lemonade, a new digital insurance company, wanted to change that by offering easy sign-ups, low prices, and super-fast payouts. Their unique model involved customers paying into a pool from which claims were paid out. Any leftover money at the end of the year was returned to customers, not kept as profit. This innovative approach was designed to make insurance more transparent and customer-friendly. However, Lemonade faced a significant hurdle: the New York Department of Financial Services (DFS) was hesitant to grant them an insurance license because their model was so different from traditional insurers.
Bradley Tusk knew that simply negotiating with regulators wouldn’t work because the DFS was stuck in old ways of thinking. Instead, he decided to use a political strategy to force change. Bradley and his team aimed to convince the governor of New York, Andrew Cuomo, to intervene and override the DFS’s reluctance. They started by spreading the story that New York was under the influence of powerful business interests, making it difficult for innovative companies like Lemonade to succeed. This narrative suggested that without a license, Lemonade would have to leave the state and set up shop in places like London, damaging New York’s reputation as a tech hub.
To strengthen their case, Bradley’s team gathered evidence of the insurance industry’s influence over the governor. They compiled lists of political donations from big insurance companies to Cuomo, showing a potential conflict of interest. This information was used to pitch stories to the media, highlighting how traditional insurers were blocking innovation to protect their profits. Additionally, Bradley secured a letter from prominent venture capitalists, stating that if New York couldn’t support companies like Lemonade, investors would look elsewhere, further threatening the state’s tech sector.
Bradley’s strategy put immense pressure on the governor by highlighting the negative impact on the local economy and the tech industry. The message was clear: either approve Lemonade and showcase New York as a forward-thinking state, or risk losing a promising startup to more progressive regions. Faced with the mounting pressure and negative headlines, the DFS finally approved Lemonade’s license. This victory not only saved Lemonade but also paved the way for other innovative companies to enter the market. Bradley’s work with Lemonade demonstrated that challenging entrenched systems requires a combination of strategic storytelling, political pressure, and leveraging influential allies to drive meaningful change.
Chapter 8: When a Presidential Run Could Have Changed Everything for America.
In early 2016, Michael Bloomberg, a successful businessman and former mayor of New York City, considered running for President of the United States. With high levels of distrust in both major political parties and no clear favorite, Bloomberg seemed like a strong candidate. He was an independent, meaning he wasn’t tied to either the Democratic or Republican parties, and he had enough personal wealth to fund his campaign without relying on donations from special interests. Bradley Tusk saw this as a unique opportunity and agreed to take a break from his consultancy to help Bloomberg run his campaign.
Bradley knew that running for president without party support would be incredibly challenging. The Electoral College system requires a candidate to win a majority of votes across various states, which was difficult for an independent candidate. To overcome this, Bradley devised a clever plan to maximize Bloomberg’s chances. One idea was to partner with Uber, where if Uber paid for free rides to and from polling stations on Election Day, it could encourage more people to vote for Bloomberg. Although Uber wouldn’t force users to support him, the increased visibility and positive experience could sway voters in his favor.
Another key strategy was to differentiate Bloomberg from other candidates like Hillary Clinton and Donald Trump. Bradley wanted to present Bloomberg as a leader who believed that solving America’s problems required teamwork and collaboration. He suggested building a dream team of top minds from various industries to join the government, including visionaries like Bill Gates for education, Elon Musk for energy, and Warren Buffett for the treasury. This approach aimed to show that Bloomberg’s campaign was focused on innovation and expertise, appealing to voters who wanted practical solutions to complex issues.
Despite these innovative ideas, Bloomberg ultimately decided not to run for president. Bradley’s calculations showed that Bloomberg’s candidacy could inadvertently help Donald Trump by splitting the vote and increasing the chances of a Trump victory. Recognizing the potential negative impact, Bloomberg chose to stay out of the race to avoid contributing to what he saw as a harmful outcome for the country. This decision was a tough one for Bradley, as he believed a Bloomberg presidency could have led to a safer and more effective administration. Nonetheless, it highlighted the complexities and risks involved in political campaigns, especially when considering how one candidate’s run could influence the broader election landscape.
Chapter 9: Why Startups Must Always Be Ready to Face Political Challenges.
Starting a new business is exciting, but it also comes with hidden dangers, especially from politics and regulations. Traditional companies have an advantage because they already know many politicians, have lobbyists, and can donate money to support their interests. This makes it hard for startups, which are new and don’t have these connections, to compete. Bradley Tusk emphasizes that if startups don’t pay attention to political risks, they could face serious problems that threaten their existence. Understanding and preparing for these challenges is crucial for any new business looking to make a mark.
Bradley advises startups to first determine whether their products or services comply with existing laws and regulations. If a startup is unsure, it needs to decide whether to seek permission before launching or to proceed and fix any issues that arise later. Uber chose the latter approach, rolling out its service without waiting for regulatory approval and then addressing problems as they came. This strategy worked for Uber because they quickly built a loyal customer base and used their popularity to gain strength in political battles. However, this approach isn’t always safe and can lead to legal troubles if the startup ends up in court or faces severe penalties.
Another important step for startups is to identify their politically valuable assets. These could be things like jobs they provide, their headquarters location, or other elements that can influence political decisions. Startups should also look for allies who can support their cause, such as consumer rights advocates or venture capital investors. Building a strong coalition can help startups convince decision-makers to support their interests. Sometimes, startups can find unexpected allies, like local politicians who want to show they support innovation by backing new and exciting businesses.
Finally, Bradley stresses that there is no one-size-fits-all solution for political battles. Each situation is unique, and startups must be flexible and creative in their approach. Investing time and resources into understanding the political landscape and developing strategies to influence it can make a significant difference in a startup’s success. By being proactive and prepared, startups can better navigate the complex world of politics, turning potential threats into opportunities for growth and success. Bradley’s insights provide valuable lessons for any young entrepreneur aiming to make a lasting impact in their industry.
Chapter 10: Building Strong Alliances and Using Valuable Assets to Win Political Fights.
In the world of politics and business, having strong allies and valuable assets can make all the difference. Bradley Tusk teaches startups that fighting against established companies and political challenges requires more than just a good product or service. It involves strategic thinking and building a network of supporters who can help influence decisions in your favor. Startups need to identify what they can offer that politicians or other influential groups value, such as jobs, economic growth, or innovative solutions to problems.
One way to build alliances is by finding partners who share similar goals or who can benefit from your success. For example, if a startup is creating jobs in a local community, it can partner with community organizations or local politicians who want to see the area thrive. These partnerships can provide additional support and credibility, making it easier to gain political favor. Additionally, startups should look for influential individuals or groups who can advocate on their behalf, whether it’s through endorsements, media coverage, or direct lobbying efforts.
Using valuable assets effectively is another key strategy. Startups should think about what they can give or take away to gain leverage in political negotiations. For instance, a startup could offer to create a certain number of jobs in exchange for regulatory support or agree to move their headquarters to a state that is more favorable to their business model. These kinds of negotiations can help startups secure the backing they need to overcome political obstacles. By demonstrating how their success can benefit the community or economy, startups can make a compelling case for why politicians should support them.
Creativity is also essential when building alliances and using assets. Startups might find unexpected ways to influence political decisions, such as engaging with local media to highlight their positive impact or organizing events that bring together stakeholders from different sectors. By thinking outside the box, startups can create unique opportunities to showcase their value and gain the support they need. Bradley’s approach shows that with the right strategies and strong alliances, startups can level the playing field and successfully navigate the complexities of political battles.
Chapter 11: Key Lessons for Startups to Navigate the Tough World of Politics Successfully.
Navigating the political landscape is a crucial skill for any startup aiming to succeed in a competitive environment. Bradley Tusk provides several key lessons that can help startups effectively manage political challenges and turn potential threats into opportunities. One of the most important lessons is the need to be proactive rather than reactive. Startups should anticipate political risks and develop strategies to address them before they become major issues. This involves staying informed about relevant laws, regulations, and political trends that could impact the business.
Another essential lesson is the power of storytelling and shaping public perception. Just as Bradley used creative narratives to support his clients, startups must craft compelling stories that highlight their positive impact and align with public interests. By effectively communicating their value to both the public and policymakers, startups can build a strong reputation and gain support from influential stakeholders. This can involve showcasing how their products or services solve real problems, benefit the community, or create jobs, making it easier to garner political backing.
Building a loyal customer base and engaging them in political advocacy is also crucial. Startups can leverage their users to support their cause by encouraging them to contact legislators, share positive stories on social media, and participate in campaigns that promote the startup’s interests. This grassroots support can be a powerful tool in influencing political decisions and swaying public opinion. By involving customers in their political strategy, startups can create a sense of community and shared purpose, making their advocacy efforts more effective.
Lastly, persistence and adaptability are vital for overcoming political challenges. Startups must be prepared to face setbacks and adjust their strategies as needed. This means being flexible in their approach, learning from failures, and continuously seeking new ways to influence the political landscape. Bradley’s experiences show that success in political battles often requires a combination of strategic planning, creative thinking, and unwavering determination. By applying these lessons, startups can better navigate the complex world of politics, ensuring their long-term success and ability to make a meaningful impact in their industries.
All about the Book
Dive into ‘The Fixer’ by Bradley Tusk, a gripping tale that explores power, politics, and redemption, drawing readers into a world where complex choices define fate and integrity. A must-read for today’s dynamic landscape.
Bradley Tusk is a renowned political strategist and author whose insights shape contemporary political discourse, blending real-world experience with captivating narratives that resonate with readers across various interests.
Political Strategists, Journalists, Activists, Business Executives, Policy Makers
Politics, Reading Fiction, Social Activism, Public Speaking, Debating
Corruption in Politics, Ethics in Decision-Making, Campaign Finance Reform, Social Justice
In the world of power, we must remember that sometimes fixing the system means challenging it at its core.
Barack Obama, Malcolm Gladwell, Rachel Maddow
National Book Award, Edward R. Murrow Award, New York Times Best Seller
1. Understand the dynamics of regulatory frameworks. #2. Learn how startups navigate political challenges. #3. Explore strategies for overcoming business obstacles. #4. Gain insight into effective lobbying techniques. #5. Discover the role of political advisors in startups. #6. Recognize the importance of public relations in business. #7. Comprehend the impact of regulations on innovation. #8. Identify key tactics for influencing policymakers. #9. Understand the intersection of technology and politics. #10. Learn methods for managing public perception issues. #11. Explore the evolution of the gig economy’s regulation. #12. Grasp techniques for building strategic partnerships. #13. Analyze case studies of successful regulatory navigation. #14. Understand the consequences of non-compliance for startups. #15. Identify ways to advocate for regulatory change effectively. #16. Learn about the growth of mobile voting initiatives. #17. Understand the complexities of rideshare industry regulations. #18. Explore strategies for dealing with government bureaucracy. #19. Recognize the power of grassroots lobbying efforts. #20. Understand the benefits of proactive regulatory engagement.
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