THE CEO's HANDBOOK TO ENTER TRUMP'S WHITE HOUSE - Filenews 27/2
Trump surprised Wall Street by recently calling for a 10% cap on credit card rates, pressured energy companies to get involved in rebuilding Venezuela's damaged oil infrastructure, and paved the way for a criminal investigation against Fed Chairman Jerome Powell, calling into question the independence of U.S. monetary policy. These moves are not just political messages. They translate into real costs, revision of investment plans, and increased volatility of conditions.
And these are just a few of the most recent examples. From public attacks on media groups to the constant threat of new tariffs, Trump has spent the last year pushing the unwritten boundaries that for decades defined relations between the Oval Office and top business groups.
Some CEOs are starting to react. JPMorgan Chase said that "all means are on the table" to challenge the presidential directive on credit cards. However, the rare public dissent of Exxon Mobil CEO Darren Woods, who described Venezuela as "uninvestable", provoked an immediate and strong reaction from the president, indicating what the limits of resistance to the will of the head of state are.
This intensity now defines the business environment. Companies are constantly rethinking their strategy, weighing when to demonstrate political alignment and when to protect their reputation and market value. Trump's impulses act as an independent economic force, reshaping capital flows, supply chains, and the balance of power between state and business.
But what are the main methods of navigating CEOs in the new Trump era?
Method 1: Find a way to get in
Trump is one of the few presidents who remain directly accessible to CEOs. He has been known to share his personal mobile phone number, and has publicly praised executives such as Apple's Tim Cook for "calling him directly." On several occasions, he has said he changed decisions after phone calls from "friends", naming top heads of technology companies.
Although access is now more limited than in his first term, CEOs who do not have a direct line of communication are looking for alternatives. Communication with White House Chief of Staff Susie Wyles, with ministers such as Scott Bessed or with powerful lobbyists of the MAGA movement is considered crucial. Even an informal meeting with senior White House officials can act as a valuable channel of influence.
Method 2: Move quietly
Adaptation to the president's moods takes many forms. Trump now talks more often with tech CEOs and less with traditional bankers or real estate agents. Relationships that are subtly cultivated can yield tangible results, as was the case with Nvidia and the approval of advanced processor exports.
In other cases, companies choose to rearrange people and roles, avoiding public exposure of executives linked to previous Democratic administrations. The personal involvement of the CEOs themselves, when possible, is often seen as crucial.
Method 3: Explain and Don't Complain
Access is just the beginning. The content of the debate is more important. Trump responds to simple, visualized arguments that link corporate choices to jobs, investment, and benefits to the U.S. economy.
CEOs who adopt a confrontational tone rarely win. In contrast, those who present evidence without controversy are more likely to be heard. In some cases, silence proves to be more effective than public reaction.
Method 4: The Medium Matters
Trump has built a strong ecosystem of friendly media and influencers. Announcements through networks like Fox Business or statements on shows that resonate well with conservative audiences often work better than official announcements.
Companies like Coca-Cola and Eli Lilly leveraged this environment to turn the president's interventions into communication opportunities, carefully tailoring their message.
Method 5: Everything is a trade
Above all, Trump sees every interaction as a transaction. Intel's case highlighted how far this logic can go, with the US Treasury acquiring a significant stake in exchange for political support.
Many businesses seek to maintain good relationships through donations, investment pledges, or sponsorships, such as funding projects at the White House or celebrating 250 years of the U.S. These are low-risk moves, which rarely provoke reactions from employees or shareholders.
For the majority of CEOs, 2026 is shaping up to be the most demanding year. Political uncertainty, the possibility of further presidential interventions and the absence of stable institutional barriers make strategic planning extremely precarious. A manual only works when the rules are clear and predictable.
In the Trump era, however, the rules can change at any time, often with a post on social networks or with a spontaneous statement. That's why, as experienced consultants say, the strategy should be written in pencil – and the eraser should always stay close.
Adaptation – Editing: George D. Pavlopoulos
