Phil Ward's leadership story began where most careers peak—inside the US Senate, working alongside Warren Rudman, the highly regarded US senator from New Hampshire who served from 1980 to 1993. "After finishing law school, Mr. Rudman asked me if I would be interested in helping him with his US Senate campaign, and if he won, he would hire me as a legislative assistant/counsel in Washington, D.C. I agreed, and my job was to pick him up every morning and drop him off at night and handle everything in between. They were exhausting, twenty-hour days, but we became very close, and I had the opportunity to observe and participate in many meetings, social, political, and business, which were far beyond my years of experience." 

True to his word, following his victory, Senator Rudman brought him to Washington. "He let me run with the ball on the many issues for which I was responsible, such as tax, budget, governmental affairs, antitrust, and other business issues. I was the lead Republican legislative aid in the Senate on a specific antitrust bill during my second year on the job, which was the most heavily lobbied legislation in the history of the Senate at the time, and we won. The experience was invaluable and gave me the confidence to take on all challenges." Over time, Rudman became more than a boss; he became a mentor who shaped Phil's understanding of people, influence, and leadership. "Rudman became one of the most highly respected Senators among his peers. I learned that the reason for this was that he was a man of substance, not of politics, so when he supported something, many other Senators agreed simply because he did." 

Armed with the confidence earned in the US Senate, Phil came to Palm Beach County carrying something rare for a young attorney: experience navigating complexity at the highest levels, and perspective far beyond his years. With a business-law focus, he founded Ward Damon, P.L., and grew it into a 75-person firm delivering comprehensive business legal services. "I believe that having the right people in my organization is the key to growth since our clients require the best service, so I have used available tools, such as Predictive Index and intelligence testing, in an effort to find the right people. One of my defining traits is decisiveness. I believe it is crucial to make decisions without delay. I try to stay informed and make the right decision quickly. I seek input and ask questions, but then make decisions. If I happen to make an incorrect one, I try to recognize it quickly and change course." 

He also understood something most attorneys overlook. "Many years ago, I realized that running a law firm is no different from any other business, so I employed qualified people as our CFO and other administrative positions so that we could manage our business much the way our clients do. Additionally, the opportunity to join a CEO group early in my career gave me insight into how to manage and grow my law firm. One of the greatest compliments I receive is that I am a businessman who happens to be a lawyer."

That balance between intellect and focus came not just from the boardrooms but from the locker rooms at Dartmouth College. "I was fortunate to be recruited to play football and played all four years. The discipline and work required to play have helped me through life. As a high school student-athlete, I didn't know which camp I belonged to the nerds in my classes or the jocks on the field and courts. At Dartmouth, I discovered that I, along with everyone else, was both. I learned a lot about life and communicating with others during those formative years."

Those lessons didn't stay on the field; they shaped how he learned, led, and adapted throughout his career and were reinforced by two books that proved especially impactful. "The most impactful book I read was How to Win Friends and Influence People. I read it when I was 18, and for many years I gave a copy to every new attorney we hired. As for personal change, I read Who Moved My Cheese at the perfect time in my life, and it gave me the chance to open my eyes and see new opportunities." One of the most significant was merging his 38-year-old firm into Lippes Mathias, strengthening its capabilities and positioning it for long-term growth.

His mix of business insight and legal acumen has always extended beyond his practice, drawing him into leadership roles where he could strengthen collaboration and advocate for Palm Beach County's growth. "I was very active with the Business Development Board and, after a few years, was invited onto the Board. Thereafter, I was elected to the Executive Committee and eventually became Chairman.  There was a lot of interaction with the Economic Council (EC), particularly since the Council created the BDB, but there also seemed to be some friction between the BDB and EC. I felt this was unfortunate and that the organizations had diverging missions. Since I had rotated off the BDB Board, I wanted to join the EC to advance the relationship between the two organizations and to promote business in Palm Beach County."

Phil has also been active with other organizations, including the Health Care District of Palm Beach County, BizPAC (Vice Chairman), and Palm Beach State College. He is particularly proud of the changes he made at the Health Care District. "In 2011, Governor Rick Scott asked me to join the Health Care District Board. I replied that I didn't know a lot about health care. Governor Scott responded that he didn't care; he just wanted a businessman on the Board." Phil joined the Board and said he quickly discovered it was poorly managed, with weak oversight and no accountability. Several years later, when they elected him Chair, he saw it as an obligation to restore trust and improve the performance of the organization." With the Board's backing, I initiated a sweeping leadership reset, removing and replacing the CEO, CFO, and General Counsel. A national search for a new CEO followed, but the process revealed that the strongest candidate was already inside the organization. Darcy Davis was appointed and continues to lead the District today." The result was a cultural and operational shift. "The Board and its Finance Committee became far more engaged, implementing real oversight, strong financial controls, and a renewed focus on accountability. With the right team in place, the District achieved more while spending less, providing real tax savings to the county."

Over his four-plus decades in the area, he has watched the business climate evolve. "The Palm Beach County Commission in the 90s (as well as the local newspaper) seemed very anti-growth and anti-business. This has changed, and I believe there is a good working relationship with local elected officials. However, the pressing issues are, in many ways, still the same: workforce housing, education, and the cost of living.  In years past, we worked to create a strong business climate and recruit businesses to Palm Beach County to prevent our best and brightest from leaving for other regions. We are now seeing tremendous demand for Palm Beach County as Wall Street South. Still, our schools must meet the challenge of producing and educating those who will take on the new jobs, and we need to find ways to provide offices and homes for this growth. Florida Atlantic University, Palm Beach State College, and Palm Beach Atlantic University are addressing educational issues, but we still need to foster housing development."

However, he remains confident that with collaboration, these challenges can be overcome. "Promoting a strong business climate also supports the needs of the community. The EC needs to continue working with the county and local and state governments to reduce red tape and other regulations that limit housing options and growth." He is optimistic they can achieve their goals. "After watching and participating in the growth of Palm Beach County for over 40 years, it is exciting to see what is happening. So much of what the many business leaders were striving to accomplish in the 90s is coming to fruition. If we stay the course and continue to support the BDB, the EC, and other business organizations, and continue to build on the successes, signs are very good for the business climate for Palm Beach County for the next ten years and beyond."