When a country that is 94% import-dependent is hit with steep tariffs, even the most niche manufacturers suddenly find themselves in the crosshairs of global policy.
That's what happened to EarthQuaker Devices, a popular Ohio-based manufacturer of premium guitar pedals, when new tariffs went into effect in 2025. Almost overnight, CEO Julie Robbins transitioned from running a fast-growing creative company to managing supply chains, pricing models, and what she describes as “existential threats” to its long-term viability.
Instead of waiting out the storm, Robbins organized a rapid response that included an internal tariff conference, a national coalition of small pedal manufacturers, and a Washington testimony to document Main Street manufacturing. In doing so, she modeled how agile leadership and transparent communication can turn a crisis into a rallying point for employees, colleagues, and customers. The result is a case study of small business resilience under extraordinary pressure that has implications for businesses far beyond the music industry.
Now, as changes in trade policy and new tariffs darken the outlook for 2026 once again, Robbins is still navigating uncertainty, but with a sharper strategy. In this conversation with the CEO, she shared how she kept her team aligned when the numbers looked dire. What she learned about advocacy in an unpredictable policy environment. And why transparency and community are her most reliable means of survival.
When tariffs first hit EarthQuaker Devices hard in 2025, what were the one or two numbers that indicated the business might actually be at risk, and how did you explain that reality to your team?
The number that really stopped me was 94 percent. This is the percentage of the bill of materials manufactured outside the United States that is subject to tariffs. The remaining 6% (the only part that is sourced domestically) is packaging. When you look at numbers like this, it's easy to see how much your business is at risk. After “Liberation Day,” my team and I experienced a range of difficult emotions: fear, confusion, and a lot of uncertainty. There were moments when I truly felt that everything we had worked so hard to build was in jeopardy. As a leader, I believe that transparency is important in such moments. I tried to be honest about the challenges, but also tried to stay calm and focused on solutions. We were a small team and everyone had to work together. By being open about the situation, we were able to face the problem together and start thinking about ways to navigate the chaos.
You responded by forming a coalition of small pedal manufacturers, testifying in Washington, and holding weekly “tariff meetings” within your company. Looking back, what parts of that strategy should other small and medium-sized CEOs emulate in the face of their own policy-driven crises? And what parts would you do differently?
Looking back, our approach didn't change much. When policy suddenly threatens your business, you need structure and community. Weekly customs meetings have become essential within the company. They provided us with a dedicated space to track developments, share information and make quick decisions.
We strongly recommend that CEOs facing policy-driven crises establish an internal task force and meet regularly. This ensures that everyone is on the same page and prevents the problem from becoming something that people are worrying about in private.
Equally important were the partnerships we built with other pedal manufacturers. One of the most powerful things about that group was realizing we were not alone. We were able to empathize, share information, support each other, and share resources. When working on policy issues that affect an entire industry, collaboration is just as valuable as competition.
The Supreme Court has now struck down major Trump-era tariffs, and small businesses are seeking refunds. What changes, if any, have you made to your plans for hiring, pricing, and product development at EarthQuaker in 2026?
It seemed like the clouds had cleared for about 2 hours. But that optimism didn't last long, as Section 122 tariffs were announced soon after, and uncertainty quickly set in.
If that had not happened, plans for 2026 would have been very different. We've probably added three more full-time employees now, giving us even more confidence in our growth plans. Instead, it is preparing a second price increase this summer to keep costs down. We keep an eye on every dollar amount and cut back on things that aren't absolutely necessary. Unfortunately, this means that new product development is delayed, which is not something a creative company should ever want to be in. When the policy environment is so unpredictable, it becomes very difficult to plan for the long term.
If customs duties are refunded, how do you plan to use that money as a temporary windfall (debt, repairs, inventory) rather than as a strategic investment (personnel, new routes, reshoring, etc.)?
If I get a refund, and I believe I will, the money won't feel like a windfall. Most of that money will go toward paying down lines of credit it had to rely on to cover increased costs from tariffs. Like many small businesses, we have had to cover these additional costs to stay in business. Refunds will help recover from damage rather than accelerate growth.
What have you learned over the past 12-18 months about how to communicate with your customers and fans (in your case, musicians) without seeming like you're just telling them your problems when they need help with a nutty issue like trade policy?
One of the most encouraging things I've learned is how amazing our community of musicians and customers is. Once we explained what was happening and how the tariffs were impacting us, people took notice and stood up to support us. Trade policy may not seem like a concern to musicians, but it turns out that musicians themselves are affected by similar issues. Customers will understand if you communicate honestly and explain how your policies impact real businesses and real people. They don't think it tells your problem. They see it as supporting the community they care about.
What is your best advice for other CEOs who are not “politicians” but are currently being squeezed by policy and regulation to step into advocacy? Where to start, how to avoid performative gestures, and how to avoid getting your business swallowed up by the fight?
Get started today. Speak the truth and know your data. You don't have to be a politician to advocate for your business. Be honest about how policies are impacting your business. If you can clearly explain the numbers and real-world implications, policymakers are more likely to listen. You can also join organizations that support small business advocacy, such as the Main Street Alliance and We Pay the Tariffs. Help amplify your voice and connect with others facing the same challenges. At the end of the day, CEOs are responsible for securing the future of their organizations. If a policy threatens that future, we cannot remain silent. We must speak out.
