Marty Brickey

Please introduce yourself and describe your role in the companies and projects you work on.

I’m an entrepreneur, investor, and technology consultant. Throughout my career I’ve usually served as a founder, CEO, or senior executive. My work has taken me across educational publishing, gaming, and software. Today I focus on advising companies, investing in promising ideas, and developing technology that solves practical problems. A major personal focus is using technology to support veterans dealing with PTSD, anxiety, and trauma.

What is your approach to building and growing companies?

I’ve always believed that the best opportunities are often overlooked because they don’t fit the current trend. I start by identifying a real problem, then build the simplest solution that proves the idea works. Once I know it creates value, I focus on building the right team and improving the product instead of chasing growth for its own sake. I try to keep businesses flexible so they can adapt as markets change.

How do you differentiate your work in a crowded market?

I don’t spend much time worrying about competitors. I spend my time asking whether we’re solving a problem in a better way. When I founded Layne Morgan Media, educational graphic novels were far from mainstream. We focused on making learning engaging through storytelling, and that eventually led to producing educational graphic novel material for The McGraw-Hill Companies. The difference came from approaching an old problem with a new format.

What industries have you worked in, and how has that changed over time?

I’ve never limited myself to one industry. I started in educational publishing, moved into video games, expanded into software, and now spend much of my time advising businesses and working on technology projects. While the industries have changed, the process hasn’t. I look for problems worth solving and build teams that can solve them well.

What types of projects do you spend the most time working on today?

Today my work centers on technology and software. I also spend time advising founders and leadership teams as they grow their businesses. Another important part of my work involves technology that can improve mental health support for veterans. That’s a mission that goes beyond business for me.

How do you stay ahead in industries that change so quickly?

I don’t try to predict every trend. Instead, I stay curious. I talk with people in different industries, read widely, and pay attention to how people actually use technology instead of how it’s marketed. Good ideas usually come from observing behavior rather than following headlines.

Do you work with many companies over a long period of time?

Yes. Long-term relationships are important to me. Whether I’m advising a company, investing in it, or serving on a board, I prefer working with people who are committed to building something sustainable. Trust develops over time, and that’s where the best work usually happens.

How do you measure success in your work?

Success isn’t just about financial results. I look at whether a product solves the problem it was designed to solve. I also look at whether the people involved continue to grow. If a business creates lasting value for customers and gives its team room to improve, that’s meaningful success.

What kind of support do you provide after launching a project or joining a company as an advisor?

I believe support shouldn’t stop once a product launches or a strategy is finished. Businesses keep changing. I stay available for strategic discussions, problem-solving, and helping leadership teams work through new challenges as they appear.

How do you approach pricing or investment decisions?

Every opportunity is different, so there isn’t one standard model. I focus more on whether there’s a strong fit than on fitting every project into the same structure. The details depend on the scope of the work and the goals of everyone involved.

Do you have minimum requirements before working with a company?

Yes. I look for people who are committed to solving real problems and who are willing to do the work. If someone is only interested in quick results without building a solid foundation, we’re probably not the right fit. Alignment matters more than size.

What challenges have shaped your career the most?

Moving between industries has probably been the biggest challenge. Every industry has its own language, expectations, and pace. I learned that the fundamentals of leadership stay the same even when the products change. Listening well and adapting quickly have helped me through each transition.

How do you encourage innovation?

Innovation starts with curiosity. I encourage people to ask why something works the way it does before trying to improve it. I also believe ideas should be tested quickly. You learn much more from a simple working prototype than from months of discussion.

How important is culture when building companies?

Culture affects every decision a business makes. I want people to feel comfortable asking difficult questions and challenging assumptions. The strongest teams aren’t the ones where everyone agrees. They’re the ones where the best ideas rise to the top because people respect each other’s expertise.

What are your long-term goals for your work?

I want to keep building technology that has practical value. I’m especially interested in solutions that improve mental health support for veterans. If I can combine innovation with meaningful impact, that’s work worth doing. I also want to continue helping founders build businesses that last.

How has your leadership style changed over time?

Earlier in my career I believed I needed to have every answer. Experience taught me that leadership is often about asking better questions and trusting capable people. Today I spend more time listening than talking, and I think my decisions are better because of it.

What emerging technologies or market shifts interest you most?

I’m most interested in technology that removes barriers rather than creating more complexity. Mental health technology has tremendous potential because it can reach people who might never seek traditional support. I also believe software will continue becoming more personalized and more useful when it’s designed around real human needs.

What advice would you give entrepreneurs and business leaders starting their careers?

Don’t build something because it’s popular. Build something because it solves a problem that matters. Stay curious, stay adaptable, and don’t be afraid to work in areas that other people overlook. Some of the best opportunities I’ve had came from ideas that didn’t look obvious at the beginning. If you’re willing to learn continuously and focus on creating real value, you’ll give yourself the best chance to build something that lasts.