Trust, Power & Politics: Rethinking the Corporate Affairs Ladder and the Future of Influence

Today, it has evolved into a systems-level discipline that requires leaders to align regulatory, legal, communications and commercial priorities while offering real-time guidance on polarized social issues, AI governance, and geopolitical risks. The most effective executives in this space don’t just respond to crises, they anticipate them, shape public dialogue, and turn ambiguity into competitive advantage. This requires more than subject-matter expertise, it demands presence, trust, and the ability to influence the center of the organization.

This reality was at the forefront of our July 24th event, Trust, Power & Politics – What it Really Takes to Lead Corporate Affairs, hosted at Cohere in Washington, D.C. The panel, organized in partnership with GlobalWIN, was moderated by Conrad Woody (Managing Partner, Washington Office, Odgers US) and featured:

• Melika Carroll – Vice President of Global Government Affairs & Public Policy, Cohere, and Co-Founder of GlobalWIN
• AJ Jones II – Executive Vice President & Chief Strategic and Corporate Communications Officer, Monumental Sports Entertainment
• Julie Herwig – Senior Vice President, Head of the Office of Governmental Affairs, New York Life

Together, they delivered timely and thought-provoking insights into how the global corporate affairs profession is being reshaped by global uncertainty, heightened commercial expectations, and shifting boardroom governance structures.

Corporate Affairs as Enterprise Risk Management

A central theme from the conversation was the recognition of corporate affairs as a risk management discipline, not just a reputational one. Several Fortune 500 companies have shifted oversight of corporate affairs from the nominations and governance committees to audit and finance. This move signals its role in enterprise resilience. As one panelist noted, understanding a company's governance model is essential for demonstrating business acumen and applying corporate orientation effectively. Those who can speak the language of governance while including commercially aligned political insights make themselves indispensable voices in the enterprise.

Melika Carroll also noted that while managing risk is a large part of the work in established companies, for start-ups or fast-growing companies the function often plays an equally critical role in identifying opportunities for growth. Questions such as Which country should we expand into first? Which regulatory path will help us grow fastest? Can we access government funding? illustrate how corporate affairs leaders are positioned to both mitigate risks and surface growth opportunities. This dual lens applies across industries, from AI and semiconductors to hospitality and green tech.

Anticipating and Translating Risk

The panel underscored that today’s most effective government and corporate affairs leaders are co-creators of corporate strategy, advising CEOs on the commercial, political, and societal implications of every decision, from AI deployment and human capital resiliency to sales, business development support, and global expansion. This requires government and corporate affairs professionals to not only anticipate risks but also define, forecast, and translate them into actionable strategies for the C-Suite and commercial stakeholders.

Julie Herwig emphasized that for a government or corporate affairs leader to become a true partner with the C-suite, the #1 must adopt a broad, enterprise-wide mindset. This includes a superior understanding of all aspects of the organization’s business, its priorities, the economic and technological environment, the competitive landscape, and societal trends, not just reputational and public policy risks. She also highlighted curiosity as a critical skill for more junior professionals: asking senior executives why they frame issues in a certain way helps build the leadership muscle to anticipate challenges before they escalate. 

Leadership Mobility, Not Just Mastery

For aspiring leaders, advancing from #2 to top leadership role in government and corporate affairs is not defined by mastery of a single-issue area, but by the ability to navigate across corporate functions and build influence in the grey zones of ambiguity. As AJ Jones highlighted, the concept of the “corporate athlete” is instructive: leaders must constantly train both in-season and off-season to develop new skills, expand their influence, and prepare for unpredictable business challenges. This ability to move fluidly across business units, adapt to different organizational environments, and engage diverse external stakeholders, combined with adept public affairs acumen, is what distinguishes those ready to assume top leadership roles.

Building Talent and Creating Visibility 

Another recurring theme was the responsibility of senior leaders to invest in the next generation of corporate affairs talent. As Melika Carroll emphasized, leaders must provide team members with visibility, leadership opportunities, and access to rooms they may not have previously entered. Doing so not only strengthens human capital resilience of the corporate affairs function, but also ensures the enterprise is equipped with future-ready talent. At the same time, aspiring leaders must cultivate their own visibility by curating thought leadership, showing up at key industry forums, and establishing themselves as a trusted voice on market-shaping issues.

Conclusion: Intentionality in the Path to the Leadership Seat

This groundbreaking discussion reinforced what our research consistently shows: the transition from #2 to the senior-most global government or corporate affairs leadership role is intentional, not accidental or tenure based. It is built on foresight, influence, and credibility across both internal and external arenas. Boards are sharpening their focus on succession planning and enterprise risk, and the leaders who will rise are those who combine commercial fluency with geopolitical agility while inspiring trust at the highest levels.

Readiness alone is not enough. To ascend to the top role, government relations and corporate affairs leaders must be seen as essential to the future of the business: enterprise strategists, trusted business advisors, and visible leaders of both people and ideas. With policy, reputation, and societal risk deeply interconnected, those aspiring to lead must demonstrate not only readiness but indispensability.