Building Better Systems: A Conversation With Henry Mauriss

Henry Mauriss is a Los Angeles-based media executive, entrepreneur, and philanthropist with over 25 years of experience in consumer marketing, branding, and broadcasting. As the CEO of ClearTV, he has redefined out-of-home television by transforming public spaces into engaging media environments. His leadership has driven ClearTV’s legacy partnerships with over 200 top networks, delivering content across high-traffic areas like airports, healthcare facilities, and transit hubs.

Beyond his business ventures, Henry is the founder of Joshua’s Collective (in formation), a humanitarian initiative dedicated to addressing California’s homelessness crisis. Rather than focusing solely on shelter, Joshua’s Collective tackles root causes like mental illness, addiction, and unemployment, aiming to restore individuals to society through a data-driven, holistic model. Mauriss brings his trademark blend of strategic thinking, operational discipline, and personal empathy to both the media and nonprofit worlds.

What does success mean to you now, versus earlier in your career?

Earlier in my career, success meant growing a company, launching new ventures, and generating value. I measured it through business milestones—partnerships, revenue, expansion. That’s still important. But now, I also look at how many lives we’re impacting. Through Joshua’s Collective, success is seeing someone who was on the street return to work, reconnect with family, and start building a future. That’s a different kind of return—and a more important one.

What’s one misconception people often have about homelessness that you wish more people understood?

That it’s just a housing problem. That if you put someone in a unit, the problem is solved. But many of the people we work with are battling untreated trauma, mental illness, or substance use. Giving them a key doesn’t undo those battles. You have to rebuild from the inside out—provide care, community, and opportunity. That’s what drives lasting transformation.

You’ve built ClearTV into a major media brand. How do you approach innovation in such a fast-changing space?

I start by listening to data and watching behavior. Too often, companies build what they think the audience wants instead of observing how people actually engage. At ClearTV, we ask: What makes people look up from their phones in a waiting room? What kinds of stories hold attention in transit hubs? From there, we design programming that fits naturally into those moments. You have to meet people where they are—physically and mentally.

How has your experience in media influenced your work in philanthropy?

Media teaches you to think about message, audience, engagement, retention, and impact. In philanthropy, those same principles apply. You can’t help people if you don’t understand their story, or if your model isn’t built to reach them effectively. ClearTV taught me to build systems, test results, and refine constantly. I apply that same rigor to Joshua’s Collective. We will be tracking outcomes on each and every individual we serve. We run lean. And we’ll always be adjusting to improve results.

What has been one of the most humbling lessons in launching Joshua’s Collective?

That good intentions are not enough. You can have all the heart in the world, but if your model isn’t practical, scalable, and accountable, you’ll spin your wheels. We learned early on that compassion must be paired with structure. Otherwise, you risk becoming part of the problem instead of part of the solution. So we use data, we focus on results, and we’ll keep our promises small and achievable—then build from there.

How do you stay grounded with so many moving parts between ClearTV and Joshua’s Collective?

I’ve learned to create space for clarity. Every day starts with a few minutes to think, pray, and contemplate, without distraction. I ask myself: What actually matters today? What moves the needle? When you lead two mission-driven organizations, it’s easy to drown in to-do lists. Staying grounded means saying no to things that don’t align with purpose. It also helps to surround yourself with people who tell you the truth.

What drives your decision-making when you face risk or uncertainty?

I lean on data and discipline. Emotion can be a great motivator, but it’s a bad decision-maker. I’ve made mistakes in the past by acting too quickly or without enough context. Now, I slow down, gather facts, and ask: What outcome are we trying to achieve? What does failure look like? If you can live with the worst-case scenario and still believe in the goal, it’s usually a risk worth taking.

What advice would you give someone starting a nonprofit today?

Treat it like a business. Mission alone won’t sustain you. You need strategy, financial oversight, and measurable impact. And don’t chase every funding opportunity—build a clear identity and stick to your lane. Also, get close to the people you serve. Don’t assume you know what they need. Let their reality shape your approach. That’s where true solutions come from.

What keeps you inspired during difficult stretches?

Seeing people change, and believing that I’m responding to my own calling. I’m certain we’ve been shown how to do things that aren’t rocket science, but are simply not observable to others. I’m very confident we’ll watch clients of Joshua’s Collective go from living in tents to becoming part of the workforce again. I’ve heard stories of reconciliation, recovery, and purpose returning to lives that had been written off. Those moments, repeatable at scale, remind me why we’re endeavoring to do this daunting work. Impact takes time, but when it shows up—it’s powerful.

Three key takeaways from this interview:

• Henry Mauriss believes long-term success must be built on systems that are sustainable, accountable, and driven by real data.

• Homelessness requires more than housing—it demands comprehensive, human-centered solutions.

• Whether in media or philanthropy, Henry’s focus is always on creating lasting change through thoughtful execution, not just good ideas.