Earlier this month, Heatmap News hosted a timely conversation on the state of climate tech communications while adapting to policy and market challenges. The panel—moderated by FischTank PR founder Eric Fischgrund—included Julia Trotman, partner at Valo Ventures; Bobby Pierce, head of brand marketing at Lunar Energy; and Sarah Lazarovic, VP of Communications and Creative Strategy at Rewiring America. Together, they unpacked how the narrative around climate and clean energy is evolving amid headwinds from the new administration — and how founders and investors can respond with clarity and purpose.
At a time when climate tech feels both inevitable and embattled, this conversation cut through the noise. The message to founders, marketers, and investors was clear: know your audience, speak with conviction, and root your story in long-term value. Here are four takeaways that stood out.
1. Climate Tech Isn’t a Solo Act: Incumbents Are Central to the Strategy
In capital-intensive industries like energy, materials, and transportation, disruption cannot be a solo act—it’s a systems challenge. Climate tech companies cannot scale solely by positioning themselves as outside disruptors and taking on incumbents. They’ll scale by demonstrating a deep understanding of the value chain, their customers’ must-solve pain points, and the highest-priority partnerships.
“These are vast, physical industries operating in the real world,” said Julia Trotman. “Startups need to be deeply thoughtful about the audiences they’re engaging—and demonstrate that they can work effectively and pragmatically with incumbents.” She emphasized startups must have “product/language fit” and an excellent demo of their solution that sets it in the context of the current process.
In climate tech, success often hinges on coalition-building between startups and utilities, investors and manufacturers, entrepreneurs and policymakers. That requires more than a sharp pitch. It requires fluency in the existing system, a collaborative mindset, and tailored messaging for every stakeholder at the table.
At Valo, we look for companies that recognize this complexity, not just in their go-to-market strategy, but in how they communicate in the vocabulary of their industry partners. The strongest founders don’t just talk about disruption. They show they understand where they fit—and how they’ll move the system forward.
2. Lead with ROI, Unit Economics, and a Scalable Business Model
In today’s politicized landscape, some climate tech companies are soft-pedaling their mission to avoid backlash. But the panel made it clear: mission and economic value aren’t mutually exclusive—they are in fact reinforcing.
“Startups need to be thoughtful about their own theory of change and how they frame their mission, and then immediately follow that with a clear statement of their value proposition,” said Julia Trotman. “Green premiums are out and reliable solutions are in. Technology solutions that have strong unit economics, really clear ROI for customers, and a scalable business model are the ones that are going to win.”
At Valo, we’ve long believed that durable climate businesses are built on real performance, not policy tailwinds alone. Whether it’s reducing costs, unlocking new functionality, or making legacy systems obsolete, climate tech must win on its own merits—and many companies already are.
3. Reframe the Value: Climate Tech is a Better Product, Not a Bigger Sacrifice
Even as terms like “ESG” and “net zero” face political pushback, the fundamental demand for cleaner, cheaper, and more efficient energy solutions remains intact. What’s shifting isn’t the market—it’s the messaging.
The panel emphasized that climate tech companies must reframe their value propositions not as moral imperatives, but as business upgrades. “Climate tech is about marketing all the wonderful co-benefits that come along with it – cleaner air, a healthier home, and more affordable energy bills,” said Sarah Lazarovic.
This kind of emotional and experiential framing is crucial as the sector matures. While enterprise buyers, regulators, and investors may care about impact data, most customers—especially in residential or consumer-facing segments—respond to benefits they can see and feel: comfort, savings, aesthetics, pride of ownership.
In today’s crowded landscape, the climate tech startups that are winning attention are the ones that marry technical performance with customer relevance. At Valo, we encourage founders to move beyond abstract impact metrics and root their messaging in tangible outcomes, because that’s what drives broader adoption.
4. Intentional Messaging Wins in a Noisy Market
In a media environment that rewards immediacy, brands can feel pressure to respond to every policy twist or headline. But the panelists advised companies to be more selective, using their platforms to deliver value, not just volume.
“This is a time to be even more planful and consistent in your communications, and less reactive,” said Trotman. “Before responding, ask yourself three times: Why would I jump in now? And what is distinctive about what I have to say?”
This discipline is especially critical in climate tech, where thoughtful messaging often gets lost in the noise of social media. Algorithms reward outrage and oversimplification—not nuance—making it even more important to speak with clarity, specificity, and purpose.
Over-communicating or relying on vague signaling, especially around loaded terms like ESG, will not build trust. The better approach is selective precision: speak when it counts, say what you mean, and back it up with substance.
As Fischgrund noted, “Say something meaningful and assertive, and make it clear. One strong message is better than a flurry of soft ones.”
In Conclusion, When Capital and Policy Tighten, Clarity Outperforms
For climate tech companies navigating political volatility and a tightening capital landscape, communication is not a nice-to-have—it’s strategic infrastructure. Messaging must do more than inspire. It must signal strong unit economics, demonstrate meaningful customer ROI, and show fluency in the systems companies aim to change.
The panel didn’t call for louder voices—it called for sharper ones. In a market where acronyms have lost power and audiences are fragmented, the companies that stand out will know exactly who they’re speaking to, what they’re offering, and why it matters now.
That means leading with value, not virtue. Collaborating with incumbents, not just disrupting them. And building narratives that are emotionally resonant, economically grounded, and operationally relevant.
As Sarah Lazarovic put it, “We’re selling something better—so let’s tell that story better.” In a crowded space, that clarity isn’t just a differentiator. It’s a growth driver.
