Why every tech company needs a public policy and external affairs leader

We are living through a shift in how companies compete, grow, and survive. Innovation alone no longer guarantees market access. Regulation, stakeholder influence, markets changes, public funding, and public trust play just as critical a role especially for technology companies and mid-sized firms trying to scale.

Yet, despite these forces, many companies still lack a dedicated leader responsible for navigating and shaping the external environment they operate in. Public affairs is treated as a defensive political move, called in only when there's a problem. Partnerships are handled reactively. Government engagement is sporadic or transactional. And opportunities grants, coalitions, public visibility are often missed.

It’s time for that to change.

Every forward-looking tech company should have a Public Policy and External Affairs Lead someone whose job is to understand where the market is going, shape the conditions around it, and position the company to thrive within it. This isn’t about lobbying in the traditional sense. It’s about alignment, foresight, and strategic presence.

The role is fundamentally hybrid: part strategist, part network builder, part business developer. It lives at the intersection of market intelligence, government relation, and business development. It’s the person who keeps the company close to the conversations that matter to stay profitable, conversations that influence how policy are designed , where public money flows, and how stakeholders prioritize value.

An effective external affairs lead builds strong, bipartisan relationships with state legislators, governors’ offices, regulatory agencies, influential policy networks and donors. They serve as the company’s public face in rooms where funding priorities, regulatory frameworks, and innovation incentives are discussed. And they’re not operating in isolation they collaborate with coalitions, associations, and advocacy groups to align business goals with broader policy outcomes. That kind of work doesn’t just mitigate risk. It expands opportunity while enhancing the company competitive edge.

Consider a company that makes energy-efficient snowmaking systems. At first glance, it’s a niche B2B product for ski resorts. But viewed more broadly, it’s a tool for regional economic resilience, tourism stability, and energy optimization. In states like Vermont or Pennsylvania, where winter tourism is under threat, a smart external affairs lead could position that company not just as a vendor, but as a partner in public solutions. That opens the door to state-level partnerships, access to grant funding, and long-term relevance in regional development planning.

Some companies, even smaller ones, are already doing this well.

OpenGrants, a California-based startup that helps organizations access public funding, has positioned itself not just as a platform but as a policy actor. Their team engages with public agencies, monitors legislation, and participates in coalitions shaping how funding reaches startups. That credibility and visibility in the public sector ecosystem have become central to their growth strategy.

Another example is ICEYE, a satellite and data company operating in both the U.S. and Europe. As a relatively young firm entering high-barrier, risk-averse markets, they invested early in external engagement building trust with U.S. disaster management agencies and national security stakeholders. That access and credibility have helped them leapfrog competitors and secure strategic contracts.

Even major players like Microsoft, Meta and TikTok understand the value of public shaping. Their policy teams are deeply embedded in product strategy, ensuring the company is not only compliant with emerging rules around AI and cybersecurity, but helping to shape them. This forward-leaning approach gives these companies an outsized voice in global digital governance a clear competitive edge.

The companies getting this right aren’t just protecting themselves from regulatory surprises. They’re creating space to grow by being early to the table, early to opportunity, and early to relevance. They’re becoming trusted partners in larger ecosystems.

A strong Public Policy and External Affairs function doesn’t just monitor risk. It creates leverage. It allows companies to avoid risk, anticipate change, to build durable relationships, and to influence the environment around them rather than simply reacting to it.

In short, this role is no longer a luxury. It’s infrastructure. The companies that build it now will be the ones best positioned to thrive while shaping the next decade of market transformation.

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