About the Business Diplomat
Our Mission
The Business Diplomat is a community of trusted experts operating at the frontier where global business meets diplomacy. Our members include senior practitioners with experience navigating geopolitical complexity, building high-value international partnerships, and supporting organizations in achieving sustainable, long-term growth. Together, we share a commitment to advancing the practice of business diplomacy -helping leaders engage thoughtfully with governments, stakeholders, and society at large.
Our mission is to create a dedicated space for exchange, reflection, and mutual support. In a world where political uncertainty, societal expectations, and cross-border risks increasingly shape business outcomes, the ability to engage externally with clarity and confidence has never been more essential. The Business Diplomat provides a forum where seasoned professionals can discuss real-world challenges, test ideas, and learn from one another’s experiences.
The initiative was born out of the conviction that business diplomacy, while widely practiced, remains an emerging and under-recognized discipline. Senior experts often operate in isolation, without a platform tailored to the unique demands of this evolving field. The Business Diplomat fills this gap by bringing together leaders who understand the strategic importance of diplomacy in business—and who are eager to help shape the next generation of best practices.
As a community, we aspire not only to support each other but also to elevate the field as a whole. Through open dialogue, shared insights, and collective experience, we aim to strengthen the role of the business diplomat in building resilient organizations and contributing to a more constructive global business environment.
The founder
Gabriela Wurcel is a recognized leader in global external affairs and policy, with more than two decades of experience shaping cross-border strategies at the nexus of diplomacy, government relations, and public-private collaboration. She currently serves as Global Head of External Affairs at a multinational company and has held senior leadership roles across sectors undergoing profound transformation in public health, agriculture, and sustainability.
Trained in international trade diplomacy, law, and journalism, Gabriela has built her career navigating some of the world’s most complex geopolitical and regulatory environments. Her work sits at the intersection of business, diplomacy, and reputation—helping organizations grow, build trust, and operate responsibly on the global stage. Known for her integrity, strategic clarity, and ability to lead through uncertainty, she consistently brings a diplomatic mindset to business challenges.
Gabriela has represented institutions at major global forums, including Climate COPs, the WTO, OECD, FAO, and multiple UN agencies. A multilingual communicator and sought-after speaker, she has delivered keynote addresses, served on boards, and appeared in international media, including live on CNN. Across every role, she is recognized for connecting people, ideas, and systems in ways that drive impact across borders and sectors.
Her vision for The Business Diplomat reflects her long-standing commitment to provide senior leaders and practitioners with a space for strategic exchange and to help shape the evolving discipline of business diplomacy.
Articles, Posts and Exchanges
The future of Corporate Affairs
The Corporate Affairs function is outdated.
Relying solely on traditional public affairs and advocacy strategies is no longer sufficient in today’s rapidly shifting geopolitical landscape.
Multinational organizations -big or small- need a holistic approach to external affairs that seamlessly blends cross-functional alignment with actionable intelligence. This is what I call Global Affairs: a strategic function that brings the outside world into the organization, guiding it through a constantly evolving landscape, aligning internal priorities, and unlocking new opportunities to thrive.
While advocacy remains critical, it must be integrated into a comprehensive framework aligned with core business priorities. Whether it’s tariffs, transport disruptions, or political unrest, these factors can ripple across manufacturing, supply chains, regulation, and sustainability-all interconnected and impactful.
It’s no coincidence that business diplomats are now present at every key international forum -from FAO to OECD. These platforms allow us to understand emerging risks, anticipate future challenges, and engage with governments at the highest levels in more strategic conversations.
Recently, during the FAO World Food Forum, I participated in discussions on global food security. What struck me most was how swiftly risks like resource scarcity, climate change, and geopolitical tensions are intensifying-and how deeply interconnected they are across industries and borders. These aren’t just headlines but signals demanding a new approach.
In my experience, a reactive stance makes organizations vulnerable. Instead, integrating geopolitics into decision-making at the highest levels of corporate decision-making provides the proactive insight needed to align teams, manage risks, and uncover opportunities sooner.
In a world where change is the only constant, a strategic, holistic approach to global affairs is essential.
Looking forward to my network's views: What does the new Corporate Affairs function need to look like?
Gabriela Wurcel
Global negotiaitons with local impact
In a grey, overheated room, officials from 190 countries argue over the wording of a single sentence.
It doesn’t look exciting and won’t trend on social media. Until it does. Because out of these detailed negotiations come global deals on taxation, international trade, or food safety. Just to name a few. Governments take the text home, turn it into national law, and suddenly a new set of rules is applicable to businesses everywhere.
The reality? It is not sudden. These agreements are years in the making. Companies that follow them early can anticipate changes, share their expertise, and prepare long before the rules hit.
That’s one of the key roles of Global Affairs functions. They translate global negotiations into business foresight, reduce uncertainty, and give companies a voice where laws are born.
Because most “local” laws, start on the international stage.
Curious to learn from colleagues: how does your organization keep track of international negotiations that shape local laws?
Gabriela Wurcel
Fail to prepare is preparing to fail
Most crises don’t start with fireworks. They start with silence.
When exams are approaching, my kids know what’s coming: “Fail to prepare is prepare to fail.” Of course, they roll their eyes, but I stand by it. Because I've seen it happening so many times in my career.
A few years ago, while leading External Affairs in Latin America, a key election was approaching in a major market. On the surface, nothing suggested big change. Still, I pushed our board to stress-test our network, contingency plans, and risk exposure. It felt hypothetical at the time. Almost academic.
Then the crisis hit. Markets shook. Competitors scrambled. We didn’t.
Because the groundwork was there, we avoided major disruption and saved the company both financially and reputationally.
Preparation isn’t about predicting the future but it’s about being ready when it turns. In a world where the news cycle may last a few seconds, I'm curious to learn: How do you and your teams prepare for the unexpected?
Gabriela Wurcel
A seat at the table
If you’re not at the table, you’re on the menu.
I’ve always believed in this principle. But what happens when no one invites you to the table?
Maybe there’s distrust.
Maybe they think they don’t need you.
Maybe the door simply stays closed.
A few years ago, I faced exactly that. The company I represented didn’t have a seat at the table- despite being a key player. The conversations that mattered were happening without us. So, we did something different: We built our own table.
We created a space that wasn’t transactional. No agendas, no expectations, just open dialogue. We brought in people from different sides, talked about shared interests, culture, and long-term goals. We listened. We built trust. And something shifted.
The room we created became the room people wanted to be in. Not because of influence or power plays, but because it felt safe, authentic, and human. That’s when meaningful dialogue started to happen. And doors that were once shut began to open.
My takeaway?
If you’re not invited to the table, build your own space, one grounded in trust, empathy, and real conversation. The rest will follow.
Have you ever had to build your own table?
Gabriela Wurcel
Communications that actually deliver the message
If your message isn’t understood, it doesn’t matter how smart it is. You’ve already lost.
I was recently reading a carefully crafted position paper from a major company. It was technically perfect, airtight, even. But it was completely ineffective.
Why? Because no one could understand it.
Communication isn’t about sounding smart. It’s about being understood. And when the topic is complex, that challenge gets even harder but even more important.
Too often, organizations respond to complexity with more complexity: jargon, caveats, qualifiers. Meanwhile, critics are using sharper, simpler, more emotionally resonant messages. And those stick. They win hearts, minds, and headlines.
As external affairs professionals, a big part of our job is to translate complexity into clarity and help leaders and organizations speak to diverse audiences in ways that are accurate and compelling.
Because if your audience doesn’t understand you, they won’t support you. If you’re not clear, you’re not credible. As simple as that.
I'm curious to hear from colleagues: Have you seen this play out in your work?
Gabriela Wurcel
Building trust before anything else
Read the room. Don’t give up.
Years ago, I was in a high-stakes meeting with a government in a foreign country. The topic was sensitive, the stakes were high, and things weren’t going our way.
The atmosphere was tense. Distrust hung in the air. I couldn’t figure out why, until I looked beyond the words and noticed something deeper: insecurity.
The officials across the table didn’t lack authority. They lacked confidence. The topic was complex, and they weren’t fully familiar with the details. So, they did what many do when unsure: they pushed back.
Instead of doubling down, I changed track. I walked them through the issue from every angle, even challenging our own position at times, just to help them see the full picture. A senior executive on our side was clearly frustrated, thinking I was weakening our case.
We broke for lunch.
And when we returned, everything had changed.
They were warmer, more open, and more assertive in the best way. The conversation turned productive. By the end of the day, we had a solid agreement and mutual respect.
What changed?
During that break, they realized they had understood the issue. That we weren’t there to win at their expense. That they were being treated as true counterparts.
Here’s my learning:
When you walk into a room, don’t just push your agenda. Read the tone. Understand the WHY behind resistance. Sometimes the most powerful move is to slow down, explain more, and build your counterpart’s confidence.
Because once trust is built, everything shifts.
Gabriela Wurcel
Building trust before anything else
Recently, my daughter asked me a question I’ve heard before:
“Mom, what do you do at work?”
Over the years, I’ve tried all sorts of answers:
“I solve problems.”
“I explain difficult things in an easy way.”
“I negotiate on behalf of my company.”
She’d nod politely, but it never quite clicked—until yesterday.
This time, I said:
“I’m a business diplomat.”
Her face lit up.
“A diplomat? Like the ones with the special license plates?” (She knows them—we live near quite a few.)
“Kind of,” I said. “But instead of representing a country, I represent a company.”
She smiled, satisfied, and walked away.
And I realized—it was probably the clearest answer I’ve ever given.
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hashtag#Businessdiplomacy is still an emerging concept, but it captures what many of us in External Affairs actually do:
-Build trust and alliances across borders and sectors
-Interpret geopolitical developments and regulatory shifts
-Help companies navigate uncertainty—and act on opportunity
-Support decision-makers with insights that look around the corner
In a world shaped by elections, realignments, and global disruptions, this work is an essential and strategic part of the business. And it can even be fun!
What are your top tips to explain your job to your kids ?
Gabriela Wurcel