A.J. Bingham

What we talked about

Why local government became the focus

A.J. Bingham built his firm around a part of government that businesses may overlook until they need it: the city or county where they operate. In this Making Names conversation with Aidan Evans, the founder and CEO of The Bingham Group explains why municipal work became his focus after starting at the state level. Local government operates year-round, with issues arising across departments and neighboring communities. That creates a different rhythm from a legislative session. For a company entering Central Texas, knowing who sits on the council is only the beginning of understanding how decisions happen.

Relationships need context, not just introductions

Bingham compares lobbying across different places to a shared language spoken with different accents. The basic work involves processes, staff and relationships, but each community has its own history. Watching public meetings and listening over time helps him understand what officials care about and what their districts need. A friendly meeting does not automatically produce a champion. Nor should a lobbyist imply that support exists when it does not. He describes credibility as something built through consistent behavior over years and put at risk when an official acts on misleading advice.

Show up before there is an ask

As Central Texas grows, Bingham sees opportunity beyond Austin's boundaries. His approach is to spend time in surrounding communities and build relationships before a client has an immediate need there. That work is both practical preparation and a way to earn familiarity. He also discusses Austin's economic-development framework as something he is watching closely in the interview. The question that interests him is what a renewed emphasis on business attraction would mean in practice, including its relationship with permitting and regional competition. He treats the framework's impact as something to watch, not a result already delivered.

Business development is part of the profession

Bingham is equally direct about the commercial work behind a lobbying practice. He reads business news, follows companies in other markets and looks for signs that they may eventually enter Austin. Then he reaches out. Research and responsiveness matter alongside experience and connections. He describes the work as a form of treasure hunting: gathering information, recognizing a possible opportunity and acting on it. Having the skills to serve a client is not the same as persuading that client to hire a firm. Building a professional-services business requires both.

Why being told to slow down encouraged him

The episode's title comes from Bingham's recollection of being told, early in his lobbying career, that he should slow down. He took it as encouragement rather than a reason to reduce his effort. Looking back on starting his firm, he remembers the uncertainty and creativity of the first years, when future work was far from assured. His point is not that longevity makes business development unnecessary. Experience can make the work more strategic, but it does not remove the need to keep looking, respond quickly and earn trust. For Bingham, reputation and initiative have to develop together.