By Brian Cattell
Canada has always had world-class companies that have attracted attention far beyond its borders. In recent years, tech titan Shopify is an example of the kind of business whose influence on e-commerce has been felt around the world. The company’s success has made it one of the country’s best-known corporate brands.
Banks like Royal Bank of Canada (RBC) have successfully expanded into the U.S. and other major markets, while Brookfield Asset Management ranks as one of the most prominent global alternatives asset managers, with over $1 trillion under management across infrastructure, renewable power, real estate and credit.
Elsewhere, of course, Canada’s mining companies have long dominated their sector globally, successfully developing and operating mines across some of the world’s most challenging jurisdictions.
Right now, however, a combination of factors has created a new wave of intense investor interest in Canada, and a once-in-a-generation opportunity has emerged for its companies to tell their story to a global audience.
Rising Interest In Canada
Investor nervousness about U.S. economic and political leadership; the new prominence of industries like critical minerals and renewable energy; and a yearning for stability and a commitment to ethical standards have all created this moment for Canada.
On September 9, Canada’s Teck Resources announced its $53 billion merger with London-listed giant Anglo American. What’s more, the newly created giant won’t be based in London or South Africa, but in Canada. The transaction has showcased the expertise of the mining sector in Canada and its ability to succeed in foreign jurisdictions. This is because the deal is being driven, in large part, by a desire to extract more value from both companies’ Latin American copper assets—and to make them an indispensable part of the global supply chain.
Two days after the announcement of the Teck-Anglo transaction, Canada drew worldwide investor attention again when Prime Minister Mark Carney announced the first projects designated for fast-track approval under the Building Canada Act. Carney also said he is working with Alberta on a carbon capture and storage project that could create a new oil pipeline.
Against this backdrop of heightened interest, Canadian companies—whether in mining, energy or financial services—have a huge incentive to share their story intentionally and energetically. By doing so, whether it is through more proactive media relations or the creation of more engaging content, they can build durable visibility with both domestic and global audiences.
In addition, public policy moves like the Building Canada Act no longer affect just Canada. Another example from the mining sector is that Carney’s government, and several provincial administrations, have recently set out an agenda for the country to play a key role in critical minerals. The stakes are global since the security of supply the policies seek to lock down is defined in contrast to those minerals controlled by China. This political background made the deal news announced by Teck and Anglo even more impactful.
The Competition For Attention
However, although there are more opportunities than ever before for Canadian companies, competition for attention is fierce. Those who build relationships early with media outlets and other key stakeholders will reap the long-term benefits.
We live in an age where investors prize authentic, accurate and transparent communication more highly than ever before. Gone are the days when shareholders may have cared little about the media or corporate anonymity, so long as the stock-price performed. Today, a company’s image, and that of its top leaders, is a bigger part of that stock price than ever before. This is true both for Canadian companies and those outside Canada.
So, what are the practical steps that corporate leaders and their PR teams need to take?
First, take the time to audit and sharpen your narrative. While remaining true to the mission and values of the company, messaging should be aligned with what global stakeholders care about: innovation, sustainability and resilience.
Second, make sure to leverage both domestic and international media opportunities. A story that works for the Canadian media could also be of interest for leading international publications. Nonetheless, in general, it’s best to secure stories at home first, then pitch them globally for international credibility.
Third, don’t neglect thought leadership. Place executives in global conversations, whether that’s through op-eds or participation in high-visibility panels and podcasts.
Finally, as much as there is a PR upside to harvest right now, it’s never too early to prepare for crisis scenarios and plan ongoing reputation and risk management. Now is the time to build goodwill across stakeholders and cushion your company for the inevitable scrutiny that follows success, as well as for potential future shocks.
Canadian companies today have a unique global environment in which to tell their stories. The whole world is listening. Those that invest in communications now can stand out from the pack and build durable reputations that may serve them for years to come.
1. Expanding Media Training
First, media training needs to go beyond traditional TV or print media. It now needs to cover the right tone and body language for TikTok or Instagram, LinkedIn etiquette and dealing with live comments from customers or employees in an open forum environment.
2. Deeper Content Strategies
Before CEOs go out into the world to communicate, there needs to be some deep thinking about content strategy. It needs to balance personal branding for the individual with corporate messaging.
3. Planning For Multiple Outcomes
Don’t forget to plan for different scenarios. Comms teams, particularly those supporting high-profile business leaders, should have a multistep plan that follows the possibility of their CEO’s comment or post going viral for the wrong reason.
4. Accelerating Crisis Response
Finally, PRs have been practicing the art of rapid rebuttal in the media for decades. In today’s environment, speed for response across all content verticals is just as critical. Prepare well and be ready to step in should things go south.
Addressing The Paradox Of Modern CEOs
The great paradox of the modern CEO as the corporate brand is that it stems from a desire to be relatable to many more people than were traditionally reached by the words and actions of company executives. However, by striving to be relatable through greater public exposure, business leaders increase their risk of doing or saying the wrong thing. If that happens, they end up being anything but the person that someone would love to have a beer with.
While high-profile gaffes often dominate headlines, a CEO’s internal reputation can be just as critical. When the CEO embodies the company’s identity, their mistakes don’t just damage the brand externally—they can also shake confidence within the organization.
Misjudged statements—especially during sensitive moments like layoffs or changes to DEI or remote work policies—can spark anything from employee backlash to public criticism. As a result, communications teams must now monitor internal sentiment as closely as they do media, customer and investor reactions.
In Conclusion
The challenge for those managing a CEO brand in 2025 is to balance risk and reward. The leader’s voice can be a very powerful tool, but it requires careful management, strategy and real-time monitoring.
In an age where saying the wrong thing can spark a consumer boycott or an employee walkout, the CEO doesn’t just speak for the company—they often are the company.