Sometimes, history does not change with loud revolutions.
Sometimes, it changes quietly—inside meeting rooms, behind closed doors, and through conversations that decide the fate of industries.
This is the story of Josu Jon Imaz, CEO of Repsol, and his strategic journey to Washington. A journey not driven by pride, but by necessity. Not by ambition alone, but by responsibility. Under the symbolic banner of “Make Repsol Great Again,” Imaz joined 17 other energy executives at the White House to negotiate something essential: relevance, recognition, and recovery.
In an era shaped by political shifts, energy transitions, and economic pressure, Repsol’s presence in Washington was not ceremonial. It was strategic. The goal was clear—to recover outstanding debts, regain influence, and position Repsol as a key player in the new national energy plan of the United States.
And for businesses watching closely, this moment carries an important lesson: those who do not show up, are forgotten.
First, Understanding the Stakes: Why Washington Matters Now
Every country has a center of gravity.
For global energy companies, Washington is one of them.
The United States is redefining its energy roadmap—balancing fossil fuels, renewables, national security, and economic resilience. Under a Trump-influenced agenda, decisions are fast, bold, and transactional. For Repsol, staying silent was no longer an option.
Therefore, Josu Jon Imaz stepped forward.
Together with executives from 17 major energy companies, Repsol entered the White House not as a guest, but as a stakeholder. The mission was twofold. On the one hand, to recover pending financial commitments tied to previous agreements. On the other hand, to ensure Repsol’s voice would be heard in shaping future energy policy.
Moreover, this move signaled something deeper. Repsol was not merely reacting—it was repositioning itself.
In business, relevance is not granted. It is negotiated.
For companies seeking long-term growth, this moment reinforces a critical truth: strategic presence influences policy, and policy shapes profit. If your business operates across borders, aligning with political and regulatory power is not optional—it is essential.
Then, Leadership in Action: Josu Jon Imaz and Strategic Courage
Leadership, as Tere Liye often writes, is not about standing tall—it is about standing firm when uncertainty surrounds you.
Josu Jon Imaz embodies this principle.
Rather than waiting for political winds to settle, he chose to confront them directly. His trip to Washington was not driven by confrontation, but by dialogue. Not by ideology, but by pragmatism. In a room filled with competing interests, Repsol’s objective was simple yet powerful: to be part of the solution, not a spectator.
This approach reflects modern corporate leadership. Successful CEOs no longer operate solely within boardrooms. They engage governments, regulators, and global institutions. They understand that influence today is built through relationships, timing, and clarity of purpose.
From a conversion-oriented perspective, Repsol’s move sends a strong message to investors, partners, and clients:
this is a company that protects its interests and fights for its future.
If your organization seeks similar resilience, the lesson is clear. Invest in strategic representation. Invest in policy awareness. And above all, invest in leadership that acts before urgency becomes crisis.
Finally, From Political Strategy to Business Opportunity
At first glance, a meeting at the White House may seem distant from everyday business decisions. However, its impact travels far—into supply chains, pricing structures, investment confidence, and long-term contracts.
By participating in the new U.S. energy dialogue, Repsol strengthens its credibility as a reliable partner in a changing market. This credibility translates into business opportunities, improved negotiations, and stronger positioning in future projects.
For companies watching from the outside, this is more than news—it is a roadmap.
If you operate in energy, infrastructure, finance, or international trade, aligning your services with companies that actively shape policy gives you an advantage. Strategic moments like this create demand for consulting, legal services, energy solutions, compliance expertise, and investment partnerships.
In other words, when leaders move, markets follow.
“Make Repsol Great Again” is not a slogan. It is a reminder that greatness is maintained through action, dialogue, and courage. And for businesses ready to grow, the opportunity lies in supporting, partnering, and learning from those who dare to step into the room where decisions are made.
Conclusion: A Quiet Journey, A Powerful Signal
Josu Jon Imaz’s journey to Washington may not dominate headlines forever. But its significance will echo in contracts signed, policies shaped, and futures secured.
In business—as in life—the brave do not wait for certainty.
They move forward, negotiate their place, and build relevance where it matters most.
And that, perhaps, is how greatness is made again.