Leadership Lessons with Tijs Broeke, Director Government Affairs & Public Policy at HP Inc

Peter Ferguson, Managing Consultant at Hanson Search, interviews Tijs Broeke, Director of Government Affairs & Public Policy at HP Inc. With a career at the intersection of politics, policy, and business, Tijs offers a forward-thinking perspective on how government affairs is shaping the future of organisations in a rapidly evolving global geopolitical landscape.

How did you get into government affairs?

I’ve always been politically active, first through student politics and later as part of the Dutch Labour movement. Straight after university, I joined a traineeship in Brussels that brought together young people from across Europe who shared a passion for change. When I later moved to the UK, I joined the Equal Opportunities Commission (now the Equality and Human Rights Commission) in a purpose-driven role focused on advancing equality for women — tackling issues such as pregnancy discrimination, unequal pay and promoting shared parental responsibilities. That experience gave me a strong foundation in policy and advocacy. Over time, I transitioned into public affairs, where I can help organisations influence policy and drive meaningful outcomes. Being a government affairs professional has allowed me to have a varied career – allowing me to keep on learning. I have worked in the public sector, infrastructure, security and now in tech leading HP’s engagement helping to shape the future of work, invest in skills and AI adoption, and strengthen cyber resilience.

What qualities do you think leaders in government affairs need in 2025?

Effective leaders in government affairs must combine purpose-driven advocacy with a global outlook. In today’s world, understanding the broader geopolitical context is essential. You need to understand the real-world impact of what you’re advocating for and how it translates into people’s lives. That sense of purpose, of trying to make a tangible difference, remains central. But what’s changing is the context. Today, you can’t just focus on one market as the world is far more interconnected. My role covers the UK, Ireland, Benelux and the Nordics, but I also need to understand what’s happening in Washington, especially working for an American company. Equally, being human and authentic has never mattered more. AI is making our jobs more efficient, but it can’t replace genuine relationships. You can use technology to gather insight, but at the end of the day, influence comes from trust, empathy and the ability to connect with people. Finally, one of my lessons as a government affairs leader is not to overvalue the “black book.” It’s not about who you already know, it’s about how you build new relationships. The key question I ask when hiring is not “Who are your contacts?” but “How will you go about building them?” That adaptability is crucial.

What are your key challenges right now and how are you navigating them?

Navigating uncertainty is a constant in government affairs. Political and regulatory shifts demand agility and a proactive mindset. I focus on aligning policy work with the organisation’s commercial objectives, social purpose and culture, ensuring our efforts drive tangible business outcomes. Finally, government affairs is a team sport. You can’t do it alone. You need policy experts, technical colleagues and communications teams all aligned, engaging consistently and authentically. That collaboration is what ultimately delivers influence.

How important do you think public affairs and policy representation are within businesses today?

The strategic importance of public affairs has never been clearer. During pivotal moments such as Brexit, COVID-19, and recent geopolitical tensions, I regularly briefed senior leaders on emerging risks and opportunities. Within companies such as HP Inc, government affairs is now recognised by the C-suite as a core business function, integral to reputation and risk management, regulatory compliance, and stakeholder trust. An effective government affairs strategy is one of the key drivers of long-term business success, not peripheral to it.

How do you see government affairs evolving in the next few years?

Government affairs is evolving beyond engagement with the government of the day. Building relationships with devolved administrations, opposition parties, and emerging movements is essential. The civil service remains a critical partner in shaping policy, and long-term influence is built through trust and credible solutions. Success requires a proactive, globally minded approach, grounded in authentic human connection.

What advice would you give to someone looking to build a career in public affairs?

My advice to those starting out in public affairs is to embrace breadth and curiosity. Gain experience across communications, marketing, policy, and stakeholder engagement to build a versatile skill set. Identify the issues that ignite your passion -whether it’s equality, infrastructure, or digital transformation – and pursue them with purpose. Remember, influence is built over time through experience, curiosity, and patience.

Whether you’re hiring top Public Affairs talent or considering your next career move, our team would be delighted to support you.

Peter Ferguson is Managing Consultant in the Public Affairs Practice. Peter advises and supports some of the world’s most renowned communications consultancies, boutique public affairs agencies and global in-house clients.

Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search in communications, sustainability, public affairs and policy, digital marketing and sales.