In an era where corporate transparency and internal culture are increasingly viewed as drivers of market value, the role of the internal communications professional has shifted from a tactical support function to a strategic necessity. At the forefront of this evolution is Rebekah Metts-Childers, who currently leads global employee communications for PepsiCo. Her approach, rooted in business fluency and collaborative leadership, provides a blueprint for how communicators can move beyond the "newsletter" and earn a permanent seat at the executive table.
Metts-Childers’ career trajectory mirrors the broader transformation of the communications industry. She began her journey at PR21 (now Zeno Group) during the nascent stages of the dot-com boom, handling accounts such as Cars.com. At the time, employee communications was often an afterthought—a peripheral task buried within HR or handled by generalist PR agencies. However, through tenures at Takeda Pharmaceuticals, Gagen MacDonald, and the Brunswick Group, Metts-Childers recognized a recurring gap: leaders who were technically brilliant but struggled to articulate the "why" behind organizational change.
The Strategic Shift: From Output to Outcome
The historical perception of internal communications often centered on "outputs"—the number of emails sent, the frequency of newsletters, or the aesthetics of the company intranet. Metts-Childers argues that for a communicator to become a "trusted adviser," the focus must pivot toward business outcomes. This requires a deep understanding of the company’s financial health, investor concerns, and long-term strategic goals.
At PepsiCo, a global enterprise with more than 300,000 employees operating in over 200 countries and territories, the stakes of internal alignment are immense. With a portfolio that includes iconic brands like Pepsi-Cola, Lay’s, Quaker, and Gatorade, the company’s internal messaging must resonate across diverse socioeconomic backgrounds, languages, and job functions. Metts-Childers emphasizes that "knowing the business" is the prerequisite for any communicator seeking influence. If a communicator sits at the table expecting to be educated on the business rather than contributing to its strategy, they are unlikely to be invited back.
To bridge this gap, she advocates for "business fluency." This involves understanding the interdependencies of various departments and how internal sentiment affects external performance. For example, when discussing a corporate restructuring or a Chapter 11 filing, the primary concern should not just be the press release, but how the employees—the engine of the company—are being integrated into the narrative.
The Four Pillars of Leadership
Reflecting on her leadership journey, Metts-Childers identifies four core principles that define her management style and her approach to corporate reputation: transparency, predictability, appreciation, and partnership.
1. Transparency
In high-pressure corporate environments, information is often siloed. Metts-Childers notes that a lack of transparency is one of the greatest barriers to exceptional work. When employees or team members are denied the full context of a project, they are effectively working with "one hand tied behind their back." By sharing information early and providing honest feedback, leaders empower their teams to make informed decisions and align their efforts with the broader corporate mission.
2. Predictability
While often overlooked, predictability is a cornerstone of psychological safety in the workplace. Metts-Childers compares professional leadership to parenting, noting that teams thrive when they know what to expect from their leaders. Volatile moods or shifting expectations create an environment of anxiety that stifles creativity. A "predictable" leader provides a stable foundation, allowing the team to focus on solving external challenges rather than managing internal politics.
3. Appreciation
The fast-paced nature of global communications often leads to a focus on the "next big thing," leaving small but vital contributions unacknowledged. Metts-Childers stresses the importance of valuing the "unsexy" work—the logistical coordination, the meticulous proofreading, and the behind-the-scenes troubleshooting that prevents crises before they happen.
4. Partnership
The mantra that "employee communications cannot be done alone" is central to Metts-Childers’ philosophy. True partnership involves "moving barriers" for the team and being willing to dive into the work alongside them. This collaborative spirit ensures that the leader is not just a delegator but an active participant in the team’s success.
Data-Driven Decision Making and Measurement
One of the most significant challenges in internal communications is measuring ROI. Unlike sales or marketing, the impact of a well-informed workforce can be difficult to quantify. However, Metts-Childers suggests that data is only valuable if it is tied to specific business priorities.
At PepsiCo, measurement is multi-layered. While traditional metrics like reach and open rates are tracked, they are considered "imperfect data" if viewed in isolation. Instead, the focus is on "relevancy" and "connectivity." For instance, PepsiCo utilizes platforms like Viva Engage to foster community. Interestingly, one of the most active channels within the company is dedicated to pets. While this might seem trivial to a data analyst focused solely on productivity, Metts-Childers views it as a vital metric of cultural health and employee engagement.
Furthermore, measurement must be localized. What works for a corporate office in New York may not resonate with a bottling plant in the EMEA (Europe, Middle East, and Africa) region. By allowing for flexibility and localization in how data is collected and interpreted, communications teams can provide more nuanced insights to regional heads, helping them drive results within their specific cultural contexts.
Navigating High-Stakes Environments
The true test of a communications leader occurs during a crisis. Metts-Childers recalls a high-stakes global launch where a typo was discovered just minutes before the CEO was set to send a company-wide announcement. In many organizations, such a moment would trigger a "blame game" or a frantic scramble.
However, Metts-Childers credits her team’s competence and the established culture of trust for the calm response that followed. The content and video teams coordinated a fix, the timeline was adjusted by 22 minutes, and the launch proceeded successfully. This anecdote serves as a testament to her belief that a leader is only as strong as the team they build. By surrounding herself with experts—many of whom possess technical or creative skills that surpass her own—she ensures the organization can remain resilient under pressure.
The Role of AI and the Future of Internal Comms
As technology continues to reshape the industry, Metts-Childers highlights the role of Artificial Intelligence in understanding audiences and stakeholders. AI can help communicators analyze vast amounts of employee feedback, identify sentiment trends, and personalize content at scale. However, she cautions that technology is a tool, not a replacement for empathy and strategic thinking.
The goal for the modern communicator is to ensure that their peers and stakeholders "enjoy buying" from them. This doesn’t mean simply being likable; it means providing a service that makes the entire leadership team feel smarter and better prepared. By identifying interdependencies that others might miss, the communications team becomes an indispensable partner in risk management and strategic execution.
Conclusion: The Path Forward
The evolution of Rebekah Metts-Childers from an agency account executive to a global leader at PepsiCo reflects the maturation of the communications profession. Her journey underscores a vital lesson: the "seat at the table" is not given; it is earned through business acumen, emotional intelligence, and a commitment to the collective success of the team.
Metts-Childers will continue to share these insights at upcoming industry forums, including Ragan’s Internal Communications Conference. Joining leaders from organizations such as the Gates Foundation, Newell Brands, and CVS Health, she will participate in panels focusing on the intersection of data, business strategy, and the "trusted adviser" status.
As companies navigate an increasingly complex global landscape, the ability to align a workforce of hundreds of thousands behind a single vision will remain a competitive advantage. For leaders like Metts-Childers, the formula is clear: know the business, empower the people, and never try to do it alone.
Chronology of Professional Milestones: Rebekah Metts-Childers
- Early Career: Started at PR21 (Zeno Group) during the tech boom, managing the Cars.com account.
- Pharmaceutical Sector: Spent nine years at Takeda Pharmaceuticals, focusing on corporate communications and large-scale business transformation.
- Strategic Consulting: Served on the executive team at Gagen MacDonald, a firm specializing in organizational change.
- Global Engagement: Led the employee engagement practice at Brunswick Group, advising clients on internal culture and reputation management.
- Current Role: Leads Global Employee Communications at PepsiCo, overseeing internal strategy for one of the world’s largest food and beverage companies.
