Liam Hilferty

Professional. Diligent. Good-humored.

Current Employer & Job Title: Chief of Staff for Assemblyman Michael S. Cashman

Age: 25

Hometown: Rouses Point, NY |

Education: The University of Vermont; B.A. and M.A. in History

Although Liam Hilferty may be the youngest person in the room more often than not, he rarely carries himself that way. Equal parts policy wonk, history nerd, mentor, and unapologetic punk rock fan, the Chief of Staff for Michael S. Cashman somehow manages to blend professionalism with humor in a way that feels distinctly North Country. One minute he’s coordinating with state agencies and stakeholders. The next, he’s quoting punk bands, helping his grandfather around the house, or reminding coworkers that sometimes the best way to prevent burnout is simply letting people enjoy the work they do.

In three words, how would others describe your personal brand—and where do those traits show up most in your work?

Driven, approachable, and practical.

I push things forward. If something is not working, I do not sit on it. I try to fix it. I am approachable in how I lead and I want people to feel comfortable speaking up. And I am practical. I care about what actually works, not what just sounds good.

That shows up most in how I lead teams and how I look at systems. I am always thinking about how to make things clearer, simpler, and more effective.

What aspect of your organization’s culture do you protect or promote most fiercely—and how have you influenced it?

I care a lot about creating a culture where people are supported but also held accountable.

This work is hard and people need support, but expectations still matter. I am direct, but I am fair, and I think people respect that.

I have influenced this by being consistent. Saying what I mean, following through, and making expectations clearer around outcomes. I also challenge the idea that we should keep doing something just because we always have. If something is not working, we need to be willing to change it.

Where do you invest your time outside of work, and what motivates your commitment to those efforts?

Outside of work, it is my family, my community, and skiing.

Skiing is a big part of my life. It is where I reset, but it is also where I have learned discipline and consistency. You do not improve by staying comfortable. You show up, you put in the time, and you keep going. That mindset carries directly into how I work.

I am also involved in local nonprofit and community efforts. I care about where I live and believe if you are part of a community, you should contribute to it.

Who has most influenced your leadership style—and what specific lesson from them still shapes how you lead today?

I have been most influenced by leaders who were straightforward.

The biggest lesson I have taken is that clarity matters more than trying to soften everything. The leaders who were honest and direct, even when it was uncomfortable, created the most growth. That is how I lead now. I do not avoid hard conversations. I handle them respectfully, but I am clear. That builds trust.

Where are you making your greatest impact right now—and how do you measure it?

Right now, my greatest impact is in improving how healthcare and support services are delivered and measured across programs.

I lead quality improvement efforts that focus on things like access to care, viral suppression outcomes, and making sure data reflects the real work being done. A big part of my role is standardizing processes so we can actually see where gaps exist and fix them.

I measure impact through both data and people improvements in key health outcomes, increased consistency across teams, and stronger staff performance. But also in whether staff feel more confident, supported, and clear in their roles.

What’s something about you that would surprise people—and what does it reveal about how you think or operate?

I do not have a traditional or formal education background for the level of work I am doing.

Because of that, I have had to learn by doing. Asking questions, figuring things out, and not being afraid to challenge things that do not make sense.

It has made me more adaptable and more focused on results. I do not assume something is right just because it has always been done that way. If it is not working, I am going to question it and try something different.

What is one lesson your career has taught you that you had to learn the hard way—and how has it changed you?

One of the biggest lessons I’ve learned is that not everyone operates with the same level of urgency or ownership and you can’t assume they do.

Early on, I would step in and overcompensate to make sure things got done. Over time, I’ve learned the importance of setting expectations, holding people accountable, and not carrying work that isn’t mine to carry.

It’s made me a stronger leader. I’m more focused on building capacity in others instead of just filling gaps myself.

What is the biggest professional or personal risk you’ve taken—and would you make the same decision again? Why or why not?

Stepping into leadership roles without a traditional background or checking every box on paper was a risk.

I also come from a family that is very connected to the community, which made it even more important to prove myself through my work, not just association.

There were moments where I questioned if I was ready, but I trusted that I could figure it out and do the work.

I would make the same decision again. It pushed me to grow quickly and reinforced that results, consistency, and accountability matter.

The North Country’s “Gen IQ” reflects how well we lead, market to, and innovate across generations. Where are we getting it right—and where do we need to evolve?

We get it right when it comes to community. People show up for each other here and that matters.

Where we need to evolve is being more open to change. If we want to attract and keep younger generations, we cannot rely on how things have always been done. We need to be more flexible, more innovative, and more willing to try new approaches.

We can keep the strong sense of community while still moving forward.

What’s one idea, belief, or change you hope to see shape the future of leadership in our region?

I want to see leadership that is willing to challenge the way things have always been done.

Too often decisions are based on habit instead of results. Strong leadership should be about outcomes. What is actually working and what is not.

That means being willing to try new things, adjust when something is not working, and take accountability for results. In the workplace. As I mentioned before, I’m leading a team of young professionals who are just starting out, and there’s a lot they don’t know. I’m fortunate enough to have prior experience in this field, and I always asked a lot of questions when I didn’t know what to do so I’d know the proper course of action in the future. I encourage my colleagues to ask questions, and I measure the impact I’m making by their growth.

What’s something about you that would surprise people—and what does it reveal about how you think or operate?

I guess one thing that would surprise others is that I’m a huge fan of punk rock. I admittedly have a pretty nerdy appearance and personality, but I love the themes of challenging authority and seeking to overturn systemic injustice whenever possible. I am aware of the apparent paradox there considering I’m a state worker, but to loosely paraphrase the film SLC Punk, you can change a lot more when you’re in the system than you can from the outside.

What is one lesson your career has taught you that you had to learn the hard way—and how has it changed you?

It is important to communicate with your team clearly and often. If people don’t know what your expectations are, their deadlines for projects, or what’s on the docket for the day, things can get chaotic pretty quickly. I do my best to check in with my coworkers frequently, whether it’s about work or just getting a gauge of how they’re doing from day-to-day. I find this approach not only keeps me informed of what’s going on in the office, but also helps prevent burnout and allows for recalibration if a task is not progressing at the expected pace.

What is the biggest professional or personal risk you’ve taken—and would you make the same decision again? Why or why not?

I think the biggest risk I’ve taken was when I decided to apply to UVM’s Advanced Masters Program. We had just gone into lockdown during the COVID-19 pandemic, and as an undergraduate history major set to graduate the following Spring, I had no idea what the world would look like when I was finished school. Even then, I wasn’t sure if a master’s degree would prepare me for the workplace any better than a bachelors. Despite this, I would certainly make the same decision again. I was a year ahead and could have graduated early, but graduate school gave me the extra time I needed to mature and develop the skills and work ethic I would need to be successful in my career.

The North Country’s “Gen IQ” reflects how well we lead, market to, and innovate across generations. Where are we getting it right—and where do we need to evolve?

It’s important to be open to alternative perspectives no matter what stage of life you’re at. As individuals grow, they tend to focus on doing things a specific way, but someone else may come in with a new system that’s more efficient. Of course, there is a definitive best practice in certain situations. However, providing people the latitude to try something new will not only allow them to grow, but also to excel in their role.

What’s one idea, belief, or change you hope to see shape the future of leadership in our region?

Considering the state of the world, I’d like to see more compassion in general. The cultural zeitgeist seems to have more people worried about themselves than their communities. We’re fortunate to live in such a closely knit region, however, I think we need to remain wary of the urge to turn inward and become selfish rather than helping those around us.