The modern corporate communications landscape has undergone a seismic shift over the past decade, driven by the rapid decentralization of media, the surging influence of content creators, and the omnipresent integration of artificial intelligence into public discourse. Against this backdrop of sweeping industry transformation, iconic musical instrument manufacturer Fender Musical Instruments Corporation has announced the return of Christina Stejskal as its new Chief Communications Officer (CCO). Stejskal, who previously spent nearly a decade at the corporation helping shape its public profile, steps back into a vastly more complex role. In her expanded capacity, she oversees Fender’s global communications apparatus, directing strategies across consumer relations, product launches, internal employee engagement, executive and board correspondence, creator partnerships, and overarching corporate reputation management.
Her homecoming provides a timely case study on how veteran communications executives are adapting legacy brands to a hyper-connected, digital-first culture while preserving the core heritage that built them. In an exclusive discussion, Stejskal outlines the philosophy behind unifying diverse communications channels, protecting an 80-year corporate legacy, maintaining executive authenticity, and navigating the profound challenges and opportunities presented by generative artificial intelligence.
The Evolution of the Communications Function
When Stejskal first joined Fender nearly ten years ago, the corporate communications playbook was comparatively straightforward. Media relations primarily relied on traditional print and broadcast outlets, internal messaging was largely top-down and episodic, and social media platforms operated as supplementary broadcast channels rather than primary drivers of brand equity.
Today, the responsibilities of a CCO have expanded exponentially. According to recent industry benchmarks compiled by public relations research organizations, over 70 percent of corporate communication leaders report that their portfolios now directly incorporate creator strategy and internal culture management—areas that were once siloed under marketing or human resources. Modern audiences do not experience brands through isolated campaigns; instead, they form perceptions through a continuous loop of employee sentiment, creator endorsements, digital customer service interactions, and real-time social media dialogue.
Stejskal’s remit at Fender explicitly mirrors this holistic reality. By bringing consumer, product, internal, and executive communications under a single strategic umbrella, she aims to eliminate organizational silos that often lead to fragmented messaging.
"We all have the same North Star," Stejskal explains, detailing her approach to cross-functional alignment. "We’re working toward the same company goals and business priorities, and then those filter down into what each team or functional area needs to deliver. At the end of the day, we’re telling a story, but there are so many different ways to tell it."
Balancing 80 Years of Heritage with Cultural Relevance
Managing a heritage brand presents a distinct strategic challenge. Founded in the 1940s by Leo Fender, the company revolutionized popular music with the introduction of solid-body electric guitars like the Telecaster and Stratocaster. For eight decades, the Fender name has been synonymous with the soundtrack of modern music, appearing in the hands of everyone from garage band beginners to legendary rock icons.
However, preserving a historical legacy in a rapidly accelerating cultural environment requires striking a delicate balance between reverence for the past and active adaptation to the present. Standing still, Stejskal argues, is the fastest way to render a legacy brand obsolete.
"Fender has 80 years of history and an incredible legacy in music and culture, and you want to protect what makes that special," Stejskal notes. "But protecting the DNA of a brand doesn’t mean standing still. Fender was built on original ideas and designs that changed what was possible for musicians. That spirit of originality is part of the DNA, and our responsibility is to continue building on it—through innovation, through the artists we work with, and through how we show up in culture."
In practical terms, this means understanding that the pathways of music discovery and consumer engagement have fundamentally shifted. Modern guitar buyers span diverse demographics, ranging from Gen Z bedroom producers utilizing digital audio workstations to traditionalists seeking vintage specifications. Communicating effectively across this spectrum requires translating the brand’s foundational ethos into formats that resonate with contemporary creators without alienating purists.
Redefining Corporate Reputation in an Ecosystem Economy
In the pre-digital era, corporate reputation was largely measured by share of voice in mainstream media and the tone of financial analyst reports. While earned media remains a critical pillar of corporate visibility, Stejskal emphasizes that reputation is now continuously manufactured across a decentralized ecosystem.
"Reputation is being built everywhere, all the time," she says. "It’s not just what a journalist writes about you or whether you land a great story. It’s what employees experience, what creators and artists say about the brand, what consumers see on social and owned channels, and ultimately the experience people have with the company."
This perspective aligns with broader shifts in corporate governance and stakeholder capitalism. Modern consumers and employees increasingly evaluate brands based on their corporate values, workplace practices, and community engagement. For a lifestyle brand like Fender, whose products are intimately tied to personal identity and artistic expression, maintaining alignment between internal culture and external storytelling is paramount. Communications teams can no longer act merely as megaphones for leadership decisions; they must actively monitor and interpret the multifaceted signals sent by a global community of stakeholders.
Navigating Executive and Internal Communications
As organizations grow more distributed—with remote workforces, global supply chains, and diverse consumer bases—the art of internal and executive communication has taken on heightened significance. Yet, many corporations struggle to maintain a coherent narrative when addressing different constituencies.
Stejskal advocates for a strategy that differentiates delivery while preserving a singular core narrative. "The audience changes, but the North Star doesn’t," she explains. "It’s really about meeting people where they are. Employees need context and clarity. Executive communications should feel authentic to the individual leader while connecting back to the broader company. And consumer communications have to earn attention and connect in a way that feels relevant."
This tiered approach ensures that internal stakeholders understand the strategic trajectory of the business, executives communicate with a voice that is both authoritative and personal, and consumers receive messaging that engages them on their own terms. Despite the varying levels of detail and tone required for each audience, the underlying corporate identity remains stable and unmistakable.
The Role of Human Judgment in the Age of Artificial Intelligence
Perhaps the most profound disruption facing the communications industry is the rapid proliferation of artificial intelligence. Generative AI tools are transforming how information is gathered, synthesized, and distributed, offering unprecedented efficiencies in content generation and media monitoring. However, these technological advancements introduce significant risks regarding accuracy, intellectual property, brand authenticity, and erosion of public trust.
Stejskal strikes a pragmatic yet cautious tone regarding the integration of AI into communications workflows. She posits that as automation scales the volume of produced information, the value of human strategic judgment increases correspondingly.
"The more AI can produce, the more valuable human judgment becomes," Stejskal observes. "Communications is ultimately about people—understanding your audience, understanding culture, and making thoughtful strategic decisions. AI can be a useful tool, and I think we’re still at the beginning of understanding where it can add value, but it should support human judgment and creativity, not replace them."
Furthermore, she highlights the growing corporate responsibility to combat misinformation and uphold transparency. In an era where synthetic media and automated content generation make it increasingly difficult for audiences to verify the origin of information, brands that communicate with unwavering credibility and clarity will command a distinct competitive advantage.
Elevating Communications to the C-Suite
For decades, public relations and corporate communications functions have fought to transition from tactical support units to strategic partners within the executive suite. Stejskal offers clear counsel for communications leaders seeking to earn a permanent seat at the table: business acumen must precede tactical execution.
"It starts with showing up as a business leader first," Stejskal advises. "Understand the financials, know the priorities, and be genuinely curious about areas of the business that don’t sit directly within your function."
By developing a deep comprehension of broader corporate operations—ranging from supply chain dynamics to financial performance metrics—communications leaders can anticipate business challenges and proactively contribute strategic insights. Instead of reacting to crises or merely publicizing decisions made by others, integrated communications executives help shape the strategic direction of the enterprise.
"Bring the communications lens to those conversations," she adds. "What are we not considering? Where is the opportunity? How might this land internally or externally? What’s coming around the corner? Bring a point of view, be proactive, and think ahead. Trust comes over time—not because you’re the best communicator in the room, but because you’re contributing to the business conversation, not waiting to communicate the outcome."
Implications for the Broader Industry
Stejskal’s return to Fender and her holistic vision for the communications function underscore a broader maturation within the public relations profession. As organizations navigate economic headwinds, technological disruption, and shifting cultural expectations, the traditional boundaries of corporate communications continue to dissolve.
By unifying internal culture, creator ecosystems, executive leadership, and consumer-facing narratives under a cohesive strategy, modern CCOs are redefining how legacy brands maintain cultural relevance. For Fender, a company that has spent nearly a century bridging tradition and innovation, this integrated communication model ensures that its voice remains as resonant and enduring as the music created by its instruments.
