After nearly two decades leading corporate, product, and executive communications in tech, I’ve learned this: you don’t need to be a policy expert, but you absolutely need to be fluent in how policy shapes perception. Right now, that fluency isn’t optional, it’s existential.
Recent elections in Virginia proved it again. When political power shifts, business priorities get recalibrated overnight. For tech companies with billions invested in infrastructure, new leadership means new regulatory agendas, new energy policies, new timelines. The conversations happening in boardrooms this morning aren’t just about election results, they’re about what those results mean for AI investment, data center expansion, and how we message all of it.
Executives are flying to the White House to announce investments, meeting with global leaders to signal alignment, and navigating an increasingly blurred line between business and politics. These moments can be powerful. They can also be perilous. Our job as communications leaders is to help those stories land in ways that build credibility without tipping into partisanship.
Here’s where I’m seeing comms teams either rise to the moment or get caught flat-footed.
Market Narratives in a Politicized Economy
Earnings narratives have always been about more than numbers—they’re about confidence. But today, how you message AI transformation, energy costs, or cultural pivots can steady or spook the market. Those narratives are increasingly shaped by policy cycles, not just performance.
The warning signs are everywhere. Duolingo rolled out “AI efficiency” messaging right before layoffs, rattling employees and analysts. Companies expanding AI infrastructure face tough questions about energy strain. Our recent elections proved what a powerful driver energy is among voter concerns. And, when you’re operating globally, your energy story must work for U.S. investors worried about grid capacity as well as European regulators focused on sustainability commitments.
Virginia illustrates the stakes perfectly. As the data center beltway, billions in AI infrastructure investment now hang in the balance. Will new leadership prioritize job creation and economic development, or will environmental concerns and energy consumption take center stage? The regulatory framework that guided investment decisions six months ago may not be the one that governs operations next year.
What works: Lay the context early. Brief influencers, analysts, and employees before the numbers drop. Investors can forgive bad news but not surprises. If you’re investing in data centers, prepare your energy and sustainability story now, before regulators or the media define it for you. Tailor that story regionally while preserving core principles.
When you talk about AI, anchor it in productivity and innovation, not workforce reduction. The political cycle around AI and energy is intensifying. These aren’t just operational issues anymore. They’re perception issues that directly impact how your financial performance and brand reputation are understood, market by market and stakeholder by stakeholder.
Executive Readiness for Policy Crossfire
Executives increasingly find themselves in policy conversations—willingly or not. The goal is to stay credible, nonpartisan, and grounded in business outcomes. But without preparation, these moments can derail your narrative across every market.
When government budgets froze with the shutdown, smart companies pivoted from product launches to thought leadership, showing that restraint protects both brand trust and investor confidence. Meanwhile, Marc Benioff’s National Guard commentary during Dreamforce started as a civic safety remark but quickly became a political firestorm that overshadowed AI and product news.
Then there’s the global dimension. When Microsoft employees protested over Gaza, leadership faced a choice: make a public statement that would be scrutinized differently in the U.S., Europe, and the Middle East, or prioritize employee safety and neutrality. They chose the latter, avoiding escalation while maintaining consistency across regions.
What comms leaders need to do: Build policy fluency kits for executives—briefing notes that explain policy implications in plain language with regional context built in. Partner with government relations to forecast hot-button issues like energy, immigration, and AI regulation before they surface in interviews. Before engaging publicly on any policy issue, pressure-test it against your company’s core values and how it will play in your key markets.
Equip local leaders with consistent language that aligns with global principles but accounts for regional realities. Coach executives to emphasize shared impact, not political positions. When you enter the policy arena without a plan, the policy narrative starts managing you, and it rarely manages you the same way in every geography.
The New Communications Mandate
Every communicator today must be something of a policy translator, connecting the dots between regulation, perception, and reputation. The environment we’re operating in rewards preparedness, not patience.
We don’t have the luxury of waiting for policy to settle before we message. The question isn’t whether your company will be pulled into policy conversations, it’s whether you’ll be ready when it happens.
What policy or regulatory issue is keeping you up at night as a communications leader? I’d love to hear what you’re seeing in your organization.