When a 94-percent import dependency meets a sweeping tariff, even the most niche manufacturer suddenly finds itself in the crosshairs of global policy.

That’s what happened to EarthQuaker Devices—a beloved Ohio-based maker of boutique guitar pedals—when new tariffs hit in 2025. Practically overnight, CEO Julie Robbins went from running a fast-growing creative company to managing what she describes as “an existential threat” to her supply chain, pricing model, and long-term viability.

Instead of waiting out the storm, Robbins orchestrated a rapid response: internal tariff meetings, a national coalition of small pedal makers, and a Washington testimony that put Main Street manufacturing on the record. In doing so, she modeled how nimble leadership and transparent communication can turn a crisis into a rallying point for employees, peers and customers alike. The result was a case study in small-company resilience under extraordinary pressure—one that speaks to businesses far beyond the music industry.

Now, as shifting trade policies and new tariffs again cloud the horizon in 2026, Robbins is still navigating uncertainty—but with a sharper playbook. In this conversation with Chief Executive, she shares how she kept her team aligned when the numbers looked dire; what she’s learned about advocacy in an unpredictable policy environment; and why transparency and community have become her most reliable instruments for survival.

When tariffs first hit EarthQuaker Devices hard in 2025, what were the one or two numbers that told you the business might actually be at risk—and how did you explain that reality to your team?

The number that really stopped me in my tracks was 94 percent. That’s the percentage of our bill of materials that originates outside the United States and is subject to tariffs. The remaining 6 percent – the only portion sourced domestically – is packaging. When you see a number like that, you immediately understand how exposed the business is. After “Liberation Day,” my team and I went through a full range of difficult emotions—fear, confusion and a lot of uncertainty. There were moments when it genuinely felt like everything we had worked so hard to build could be at risk. As a leader, I believe transparency is critical in moments like that. I tried to be honest about the challenges while also staying calm and focused on solutions. We’re a small team, and everyone had to pitch in. Being open about the situation helped us face the problem together and start figuring out how to navigate the chaos.

You responded by forming a coalition of small pedal makers, testifying in Washington, and running weekly “tariff meetings” internally. Looking back, which parts of that playbook should other small and midsize CEOs copy in their own policy-driven crises—and which parts would you do differently?

Looking back, I wouldn’t change much about how we approached it. When policy suddenly threatens your business, you need structure, and you need community. Internally, our weekly tariff meetings became essential. They gave us a dedicated space to track developments, share information, and make decisions quickly.

I would strongly recommend that any CEO facing a policy-driven crisis create an internal task force and meet regularly. It keeps everyone aligned and prevents the issue from becoming something people are quietly worrying about on their own.

The coalition we formed with other pedal makers was just as important. One of the most powerful things about that group was realizing we weren’t alone. We could commiserate, share information, support each other, and pool resources. When you’re dealing with a policy issue that affects your entire industry, collaboration can be just as valuable as competition.

The Supreme Court has now struck down key Trump era tariffs and small businesses are pushing for refunds. How, if at all, has that changed your 2026 plans for hiring, pricing or product development at EarthQuaker?

For about two hours, it felt like the clouds had lifted. But that optimism didn’t last long—Section 122 tariffs were announced almost immediately afterward, and the uncertainty flooded right back.

If that hadn’t happened, our plans for 2026 would look very different. We would likely have three additional full-time employees right now and a lot more confidence in our growth plans. Instead, we’re preparing for a second price increase this summer just to keep up with costs. We’re watching every penny and cutting back on anything that isn’t absolutely essential. Unfortunately, that means new product development has slowed, which is never where you want to be as a creative company. Long-term planning becomes extremely difficult when the policy environment is this unpredictable.

If tariff refunds do come through, how are you thinking about using that money—as a one time windfall (debt, repairs, inventory) versus a strategic investment (people, new lines, reshoring, etc.)?

If we receive refunds, and I believe we will, the money won’t feel like a windfall. It will mostly go toward paying down the line of credit we’ve had to rely on to cover the increased costs caused by the tariffs. Like many small businesses, we’ve had to finance those additional costs to keep operating. A refund would help us recover from the damage rather than accelerate growth.

Over the past 12–18 months, what have you learned about communicating with customers and fans—musicians, in your case—when you need their support on something as unsexy as trade policy without sounding like you’re just passing along your problems?

One of the most encouraging things I’ve learned is how incredible our community of musicians and customers is. When we explained what was happening and how tariffs were affecting us, people paid attention and stepped up to support us. Trade policy might not seem like something musicians would care about, but it turns out many of them have been impacted by similar issues themselves. When you communicate honestly and explain how policies affect real businesses and real people, customers understand. They don’t see it as passing along your problems; they see it as supporting a community they care about.

For other CEOs who aren’t “political people” but are now getting squeezed by policy or regulation, what’s your best advice for stepping into advocacy—where to start, how to avoid performative gestures, and how to keep your business from getting swallowed by the fight?

Start today. Speak your truth and know your data. You don’t have to be a political person to advocate for your business, just be honest about how policy is affecting it. When you can clearly explain the numbers and the real-world impact, policymakers tend to listen. It also helps to join organizations that support small business advocacy, like Main Street Alliance or We Pay the Tariffs. They can help amplify your voice and connect you with others facing the same challenges. At the end of the day, as a CEO, you have a responsibility to protect the future of your organization. If a policy is threatening that future, you can’t stay silent. You have to speak up.