*Demonstrated success in process improvement.
*Experienced in developing and achieving meaningful objectives and achieving key results.
*Proven operational integrator, providing tactical support to visionary leadership.
*Ability to work independently and collaboratively to pursue short and long-term goals.
*Proven ability to manage departmental P&Ls with demonstrated ability to drive and preserve revenue.
*Demonstrated success in managing multiple direct reports & leading multiple functions.
*Proven ability to be scrappy and creative in a fast-paced work environment with limited resources.
*Experienced in working in disruptive high growth startups.
*Proven ability to use legal analysis for actionable solutions.
*Demonstrated success in removing regulatory hurdles and expediting government processes.
*Proven ability to build coalitions.

R.C. Rondero De Mosier

I was in a room, late afternoon, feeling that familiar itch—like I should be doing something more, something better.

And then it hit me—maybe that’s the trap.

The idea that more is always better, faster is always right.

But what if the real progress is in the slowing down?

In the moments where you question whether what you’re doing actually matters.

It’s uncomfortable, isn’t it?

To admit that maybe, just maybe, the chaos we create is self-inflicted.

And I’m not sure I have the answer.

All I know is, I’m tired of the noise.

And I’m starting to think that the real work is in the quiet, in the patience, in the small acts of clarity.

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The 2019 Texas Rising Stars list is an honor reserved for those lawyers who exhibit excellence in practice. Only 2.5% of attorneys in Texas receive this distinction.

Super Lawyers Texas Rising Star

The 2018 Texas Rising Stars list is an honor reserved for those lawyers who exhibit excellence in practice. Only 2.5% of attorneys in Texas receive this distinction.

SLEI Business Scaling Program Executive Education Certificate

Certified Player Agent

License to Practice Law

ATXelerator

Young Men's Business League

Leadership Austin

Improving the performance of your business | Lawyer turned operator | Working with you to help your business achieve scale

Working to build a better Austin for all of its residents. Passionate about more housing supply.

Big brother to an awesome Little. He graduated, so officially no longer matched but we are bonded for life!

Host Committee member for the Ballet Austin's Fete*ish (2013-2017) and Fete (2018-2019). Annual fundraiser for Ballet Austin.

Advised the Austin city council on matters related to construction and job creation.

Economic Prosperity Commission appointee to the city's Joint Sustainability Committee.

I’ve been playing around with the idea that legal ops and business ops aren’t so different after all.

Both are about making things work better, more smoothly. About reducing friction, removing bottlenecks.

But here’s the thing—legal teams often get stuck in their own heads, overthinking compliance, risk, all the stuff that feels like a maze.

And that’s where business ops can actually help. Because sometimes, legal analysis isn’t just about risk mitigation. It’s about enabling growth.

It’s about asking, 'How can this legal insight help us move faster, make smarter decisions?'

I think the future of operational excellence is in breaking down those silos. In seeing legal and business as partners, not adversaries.

Honestly, I’m still figuring out how to do that well. But I believe it’s worth the effort.

I’ll admit it—sometimes I get tired of the constant push for innovation. It’s like we’re racing to the next big thing, forgetting that real change often happens in small, quiet moments.

The kind of change that happens when you sit down with your team and really listen. When you ask the tough questions and stay open to the uncomfortable answers.

Innovation isn’t just about new tools or shiny strategies. It’s about rethinking what you already have, and being brave enough to challenge the status quo.

And honestly, that’s the hardest part.

Because it’s easier to chase the new than to fix what’s broken.

But if we want to build something sustainable, we need to slow down sometimes. To reflect, to question, to listen.

Because the most meaningful innovations are the ones that come from understanding, not just from adopting.

I’ve been experimenting with AI tools again. Not because I think they’re the answer to everything, but because I want to understand what they can really do—and what they can’t.

It’s funny. Every time I try a new tool, I get excited about the possibilities. Then I hit the limitations, and I get frustrated.

But here’s the thing—AI isn’t a magic wand. It’s a mirror. It reflects our biases, our gaps, our assumptions.

And if we’re not careful, it just amplifies what we’re already ignoring.

So, I ask myself—are we using AI to *augment* our work, or just to *replace* the parts we don’t want to do?

Because if it’s the latter, we’re missing the point. The real value is in understanding what AI can teach us about ourselves—and how we can get better, not just faster.

Recently I tested Wordtune, an AI-powered writing assistant designed to help you rewrite, improve, and clarify text in real time. Perfect for the fast-moving lawyer.

How Many Versions of That Same Paragraph Have You Rewritten Today? Legal writing demands precision, clarity, and impeccable tone. But between drafting

This Week's Review: Wordtune

Wordtune

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There’s this myth that scaling a business is about speed. About pushing harder, faster, further.

But I’ve seen enough high-growth companies stumble because they forgot the basics. They skipped the process, the documentation, the discipline.

Growth is a marathon, not a sprint. And it’s about the small, deliberate steps—building a foundation that can hold more weight.

What’s tricky is that the rules change as you grow. What worked at 10 people doesn’t work at 50. And what works at 50 might not at 200.

So, the real skill isn’t just in scaling—it’s in knowing when to hold back, when to double down, and when to pivot. That’s the hard part. That’s the part nobody talks about.

Leveraging AI in operations feels a bit like walking a tightrope.

On one side, there’s the promise of efficiency, insights, automation.

On the other, there’s the fear of losing control, of making decisions based on flawed data, of replacing human judgment.

I’ve seen both sides. And honestly, I think the truth is somewhere in the middle.

AI isn’t a magic wand. It’s a mirror. It shows us what we’re missing, what we’re ignoring.

The question is—are we ready to look? To listen?

Because if we’re not, we’re just adding more noise to an already noisy world.

But if we do, maybe we can start to see the bigger picture more clearly.

There’s this moment I keep coming back to—standing in a room, late at night, feeling that strange mix of exhaustion and clarity. Like, maybe I’ve been chasing the wrong thing all along. It’s so easy to get caught up in the rush, in the next big thing, the new shiny object. But what if the real work is in the small, quiet acts? The ones that don’t make headlines but actually move the needle. I’ve realized that sometimes, the biggest breakthroughs come from the tiniest shifts. And honestly, I’m not even sure I’m doing enough of those. Or maybe I’m doing too much of the wrong ones. Either way, it’s a mess. But maybe that’s the point.

Technology is a tool, not a solution. I see so many high-growth firms rushing to adopt AI, automation, new platforms, and then... nothing really changes.

Because they forget the most important part—strategy. Without a clear plan, tech just adds layers of complexity.

It’s like buying a fancy new car and then realizing you don’t know how to drive it. Or worse, you don’t know where you want to go.

So, I keep coming back to this: start with the 'why.' Understand what you’re trying to achieve. Then figure out the 'how.' And only then, pick the 'what.'

Otherwise, you’re just chasing shiny objects. And that’s a dangerous game.

Because real operational leverage comes from aligning your tech stack with your goals, not just ticking boxes.

I’ve been playing around with the idea of legal analysis as a strategic asset, not just a compliance checkbox.

It’s funny—lawyers are often trained to see legal work as a cost center. But what if we flipped that script?

What if legal insights could actually inform business decisions, shape strategy, and even unlock new opportunities?

I’ve seen it happen in high-growth environments—where legal isn’t just a gatekeeper but a partner in the process.

It’s about integrating legal thinking into the operational fabric, not treating it as an afterthought.

Honestly, it’s a mindset shift. And it’s not easy. It requires trust, collaboration, and a willingness to challenge traditional boundaries.

But the payoff? A more resilient, adaptable business—one that’s prepared for the regulatory rollercoaster ahead.

Technology is a great enabler, but it’s not a magic wand.

I see so many high-growth companies rushing to adopt AI, automation, and new platforms. And that’s good. But without a clear strategy, it’s just noise.

The real power comes when you align technology with your core business goals. When you understand what processes need to be optimized and why.

Otherwise, you end up with shiny tools that don’t move the needle. Or worse, create new chaos.

My advice? Start with the “why.” Then choose the “how.” And only then, the “what.”

Because in the end, technology should serve your strategy, not the other way around.

I was in a conversation, late afternoon, and someone said, ‘We need to innovate.’

And I thought—what does that even mean anymore?

Because innovation isn’t just about new ideas. It’s about old ideas, done differently. It’s about the small shifts that make the big difference.

And I’ll admit, I’ve been guilty of chasing the shiny, of looking for the next big thing.

But maybe the real innovation is in the everyday, in the mundane, in the patience to improve what’s already there.

It’s uncomfortable to admit that sometimes, the best move is just to refine, to iterate, to get better bit by bit.

And maybe that’s enough. Or maybe it’s everything.

There’s this room I keep thinking about, early morning, when everything’s still, and I realize—how much of what we do is just about managing the chaos?

Not the obvious chaos, but the quiet, creeping kind. The small disruptions, the tiny misalignments, the little frustrations that pile up.

And I wonder—how many of us are really paying attention to those moments?

Because I’ve learned—if you don’t, they become the unseen barriers. The slow leaks in your operation.

It’s easier to focus on the big picture, on the strategy, on the growth.

But maybe the real growth happens in the quiet, in the small adjustments, in the patience to fix what’s broken before it breaks everything.

Or maybe I’m just making it more complicated than it needs to be.

There’s this one moment I keep coming back to—standing in a room, late at night, trying to wrap my head around a regulatory puzzle. And I realize, it’s not the rules that trip us up. It’s the way we interpret them, the stories we tell ourselves about what’s possible. I’ve seen legal teams get stuck on the letter of the law, missing the bigger picture. And I get it—rules are hard enough to navigate without adding the weight of assumptions. But what if the real skill isn’t just knowing the law, but understanding how it shapes the environment we’re trying to build? I’ve been guilty of focusing too much on compliance, forgetting that sometimes, the best way to move forward is to challenge the narrative. To ask—what if we looked at this differently? It’s uncomfortable, that kind of thinking. It’s easier to follow the script. But maybe, just maybe, the most interesting breakthroughs happen when we step outside the script, even if it’s just for a moment. Because the rules are just the start, not the end.

There’s this small moment I keep revisiting—standing in a room, late at night, feeling that strange mix of exhaustion and clarity. It’s like the quiet before the storm, or maybe after. I wonder how many of us are just pretending to be busy, when really, we’re just avoiding the hard questions. Like, what are we really building? And why does it feel so hard to admit that maybe, just maybe, we’re not sure what the endgame is anymore? I don’t have a good answer. Just a lot of questions. And a strange sense that maybe, the real work is in the unlearning, in the letting go of what we thought was necessary.

Sometimes I get asked about scaling a business or law firm, and I realize—there’s no secret sauce. No magic formula.

It’s about the fundamentals. About building a solid foundation, then iterating, then scaling again.

But here’s the catch—what works at one stage might not work at another. And that’s where it gets tricky.

You have to be willing to adapt, to question your assumptions, and to accept that growth isn’t linear.

It’s messy, it’s unpredictable, and sometimes, it’s downright exhausting.

But if you stay focused on your core values, keep listening to your team, and stay curious about new ways to improve, you’ll find your way.

Because at the end of the day, growth isn’t about speed. It’s about resilience, learning, and knowing when to pivot.

Strategic Communications & Influence Expert | 20+ yrs with Global TOP Brands | Distinguished Speaker at Prestigious Academic Institutions | 'Com'On en Parle!' Podcast Host | Innovator in Business & Public Engagement

👋 15 ans de privé, 5 ans de public : j'ai l'agilité de l'un et la puissance de l'autre.

Mon parcours n'est pas linéaire, il est complet. Après 15 années passées à piloter des stratégies de marque et de business en agence et en tant qu'entrepreneur, j'ai occupé pendant 5 ans un poste stratégique au sein de la Directionn de la Communication de la Région Île-de-France. 
Résultat ? Je parle aussi bien le langage du ROI que celui de l'intérêt général.

🚀 Mon expertise en 3 dimensions :

💼 L'ADN Business & Agence (15 ans d'expérience) 
J'ai bâti ma carrière dans le secteur concurrentiel (Agences Kingcom, Thomas Marko & Associés, puis fondateur de THINK TWICE). J'y ai accompagné des géants (Kering, Puma, E.Leclerc, Andros, Coca-Cola...) avec une obsession : aligner la communication sur les objectifs commerciaux. Je suis un "faiseur" habitué aux rythmes soutenus, à la conquête client et à la transformation digitale.

🏛️ La caution Institutionnelle & gestion de crise (5 ans) 
C'est mon atout différenciant : avoir piloté la stratégie de communication globale de la Région Île-de-France (Budget & équipe larges, enjeux post-Brexit). Cette expérience m'a forgé une expertise rare en gestion de crise, protection de la réputation et communication sensible. Je sais naviguer en eaux troubles sans perdre le cap. De plus, j'interviens dans un MBA prestigieux dédié au Management de la crise et à la Réputation. 

📣 L'Influence Média & Tech (Levier d'audience) 
Je ne propose pas seulement de la stratégie, je crée de l'audience. Fondateur du média CivicTechno (média de référence sur le sujet depuis 2016) - revendu en 2022 -  et auteur de la newsletter "Com' on en parle" (+50k abonnés, Top Voice), je maîtrise la mécanique de l'attention et des communautés.

🎯 Pourquoi me solliciter ?

Pour structurer : Je transforme des objectifs flous en plans d'actions mesurables.
Pour protéger : J'interviens quand la réputation d'un dirigeant ou d'une marque est menacée.
Pour accélérer : J'utilise les leviers digitaux pour créer de la croissance rapide.

🎓 Transmission : Intervenant en MBA (De Vinci, Sorbonne, Dauphine, ISCOM, ESP... ) pour challenger et former les futurs leaders.

Besoin d'un Directeur de la communication, d'un Manager de Transition ou d'un conseil expert ? 

📩 Contactez-moi ici en MP (open profile).

🔗 Mes analyses : https://comonenparle.substack.com

François Gombert

𝐕𝐨𝐭𝐫𝐞 𝐜𝐞𝐫𝐯𝐞𝐚𝐮 𝐧𝐞 𝐬𝐮𝐩𝐩𝐨𝐫𝐭𝐞 𝐩𝐥𝐮𝐬 𝐥𝐚 𝐩𝐨𝐥𝐢𝐭𝐢𝐪𝐮𝐞. 𝐂𝐞 𝐧'𝐞𝐬𝐭 𝐩𝐚𝐬 𝐮𝐧𝐞 𝐦𝐞́𝐭𝐚𝐩𝐡𝐨𝐫𝐞, 𝐜'𝐞𝐬𝐭 𝐮𝐧𝐞 𝐫𝐞́𝐚𝐥𝐢𝐭𝐞́ 𝐛𝐢𝐨𝐥𝐨𝐠𝐢𝐪𝐮𝐞. 40% de lassitude. 45% de méfiance. Ce que nous vivons n'est pas une simple "fatigue démocratique", c'est une rupture cognitive.

Dans ce premier article d'une série sur la crise démocratique, je décortique pourquoi notre système est devenu illisible, et pourquoi votre cerveau se met littéralement en "mode protection".

𝐕𝐨𝐢𝐜𝐢 𝐥𝐞𝐬 𝟒 𝐯𝐞́𝐫𝐢𝐭𝐞́𝐬 𝐪𝐮𝐢 𝐝𝐞́𝐫𝐚𝐧𝐠𝐞𝐧𝐭 :

1️⃣ 𝐋𝐚 𝐬𝐚𝐭𝐮𝐫𝐚𝐭𝐢𝐨𝐧 𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐯𝐞 : 53% des Français peinent à suivre l'actualité. Face au flux continu, le cerveau opère une "sécession" pour survivre. 

2️⃣ 𝐋𝐚 𝐦𝐨𝐫𝐭 𝐝𝐮 𝐒𝐭𝐨𝐫𝐲𝐭𝐞𝐥𝐥𝐢𝐧𝐠 : la communication politique traditionnelle ne marche plus. Pire, elle active notre "réactance psychologique" : une allergie biologique à la persuasion. 

3️⃣ 𝐋𝐚 𝐯𝐢𝐨𝐥𝐞𝐧𝐜𝐞 𝐧𝐞́𝐞 𝐝𝐞 𝐥𝐚 𝐜𝐨𝐦𝐩𝐥𝐞𝐱𝐢𝐭𝐞́ : il y a un lien direct entre "violence administrative" et agressions d'élus. L'incompréhension produit de la rage. 

4️⃣ 𝐋'𝐞𝐟𝐟𝐨𝐧𝐝𝐫𝐞𝐦𝐞𝐧𝐭 𝐝𝐮 𝐝𝐞𝐫𝐧𝐢𝐞𝐫 𝐫𝐞𝐦𝐩𝐚𝐫𝐭 : 2 maires démissionnent chaque jour en France. Le "burn-out républicain" est réel.

🛑 Il est temps d'arrêter de vouloir "convaincre" pour commencer à "comprendre".

👇 Lire l'analyse complète ici 👇

J’aide les entreprises, institutions et décideurs dans leurs stratégies de communication 360° & Marketing Digital, tout en les guidant à travers les situations de crise pour protéger et valoriser leur image

View newsletter: Com'On en parle ! - Newsletter

40% de lassitude. 45% de méfiance. Ce que nous vivons n’est pas une fatigue passagère, c’est une rupture biologique. Nos institutions continuent de fo

Open article: 🧠Votre cerveau a quitté la démocratie (et ce n’est pas votre faute) by François Gombert • 5 min read

🧠Votre cerveau a quitté la démocratie (et ce n’est pas votre faute)

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R.C. Rondero De Mosier

François Gombert

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The Battle

R.C. Rondero De Mosier

François Gombert

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Posts

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}R.C. Rondero De Mosier's LinkedIn Performance

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