I was on my way to a board meeting at World Trade Center Utah when I heard the news: A Supreme Court ruling had just reshaped the boundaries of tariff authority. Within hours, the White House responded with a new worldwide tariff. The questions came quickly: What changes immediately? What does this mean for our supply chain? What does it mean for our customers?
I’ve lived through enough cycles to know one thing: Uncertainty is always loudest in the first hours. Markets rattle. Leaders react. And every business, whether it imports one component or runs a global footprint, feels the tremor.
At Traeger, we’ve spent the last several years building the muscle to operate in volatile trade conditions: stress-testing our supply chain, diversifying exposure, renegotiating across stakeholders and strengthening our financial discipline. The latest ruling didn’t change our direction; it reaffirmed the kind of environment we’re already built to navigate.
Global markets are volatile, and change is inevitable. We can’t control the shift, but we can control our response.
That reframing is exactly the mindset Utah companies need right now.
We can’t control trade policy, but we can control our posture
New tariffs — whether temporary, sweeping, political or strategic — force companies to confront something we often avoid: how dependent we are on assumptions. We assume stability. We assume predictability. We assume continuity.
Global business has never worked that way. Rules change overnight. Supply chains stretch and snap. Geopolitical events reshape markets faster than any forecast can track. We didn’t stumble into a new era of volatility; we just stopped pretending the old one was stable.
This newest round of uncertainty is not an anomaly — it’s the environment. Leaders who accept this reality and build accordingly are the ones who thrive.
Resilience isn’t a slogan; it’s a system
Resilience means three things:
First, know your exposure
Every company should understand, with brutal clarity, where its risk sits: which suppliers, which lanes, which cost centers and which customers. If your understanding is vague, your strategy will be, too. One of the most valuable tools in volatile trade environments is timely information. Resources like World Trade Center Utah’s weekly Trade & Tariff Briefing and tariff dashboard help us track policy changes in real time. For companies operating globally, staying informed isn’t optional; it’s foundational.
Second, diversify before you have to
Diversification is like compound interest: It pays the most when you start before the crisis. Whether it’s sourcing, manufacturing or market mix, optionality gives you leverage. It turns crisis into choice. Many companies have already diversified their supply chains and geographic exposure to reduce risk concentration and improve flexibility.
Third, communicate honestly, especially when the path is unclear
Teams don’t expect certainty, but they do expect leadership. I’ve learned that transparency builds trust. When leaders acknowledge the unknowns and still chart a way forward, people lean in.
None of these actions depend on what happens in Washington or the courts. They depend on leadership and culture within the business.
For Utah companies, this moment is a test and an opportunity
Utah has one of the most globally engaged, entrepreneur-driven economies in the country. That strength was built not on perfect conditions but on adaptability. Our businesses, from outdoor brands to aerospace to advanced manufacturing, punch above their weight because they innovate under pressure.
This moment calls for the same mindset.
Leaning into global markets is still the right strategy. Companies that stay engaged, keep building relationships and remain proactive about risk will gain ground while others pause.
Utah businesses have a long track record of resilience. This moment is another chance to prove it. The global economy will continue to shift. The rules will continue to evolve. But companies that stay curious, stay flexible and stay forward-looking will emerge stronger.
When the world gets uncertain, don’t wait for clarity.
Lead anyway.