What I Actually Do in DC: A Behind-the-Scenes Look at Government Affairs

People often ask me, “What do you do in DC?” I usually say I work as a government affairs consultant, but that answer barely scratches the surface of what the job actually looks like day to day.

Let’s be honest. When most Americans hear “lobbyist” or “government affairs,” they picture smoky back rooms, secret handshakes, and people whispering into the ears of powerful politicians.

That couldn’t be further from the truth, at least not in how I do this work.

In reality, government affairs is about connecting the dots. It’s helping organizations take their expertise and real-world needs and translate them into something policymakers can understand and use to make better decisions. It’s about clarity, communication, and process, not some mysterious form of persuasion.

To make that more tangible, here’s a real example.

A Real-World Example: Helping a Defense Client Secure Funding

I work with a variety of clients, all with different missions, but one of the most exciting is a company in the defense sector. I won’t get into exactly what they do, since some of it is classified or proprietary, but I can say this. If their technology were widely adopted, it would change how future wars are fought.

Here’s what the process actually looks like and why good government affairs matters.

Step 1: Understand the Client and Their Mission

This isn’t about selling something. It’s about understanding it.

We spend time learning:

• What the product does

• Why the military needs it

• What capability gap it fills

• The cost and timeline
  

This usually involves working closely with engineers, leadership, and technical experts.

Step 2: Translate Technical Detail Into Policy Language

Members of Congress and their staff aren’t experts in every technology.

So part of my job is taking something highly technical and making it clear and relevant. For example:

Instead of:“This device has a 3-nanometer processing core using proprietary hydraulics…”

We say:“This technology would increase operational resilience, reduce maintenance costs, and improve mission outcomes in tough environments.”

That’s not spin. It’s translation.

Step 3: Build Support, Especially from the Military

No one funds something they don’t need.

So we start by building support:

• Briefings with military stakeholders

• Meetings with program offices

• Letters of support from military leaders

These letters explain why the product is needed, how it will be used, and how much is required. They carry a lot of weight during the appropriations process.

Step 4: Go to Congress

This is the part people usually think of as lobbying, but it’s really just communication and advocacy.

Congress controls the funding.

So we:

• Meet with Members of Congress and their staff

• Explain the technology in practical terms

• Share military support

• Make a clear funding request for that year’s defense budget
  

It’s advocacy, but it’s grounded in real need and real data.

Step 5: The Government Funding Process (Simplified)

This is where it gets confusing, so here’s the short version.

Each year, Congress passes a series of appropriations bills that fund the government. There are 12 total, and one of the most important in this space is the National Defense Authorization Act (NDAA).

The House and Senate each draft their versions, then reconcile them before sending a final bill to the President.

When things go as planned:

• Congress passes the NDAA

• The President signs it

• Programs get funded
  

That’s what happened this year. We successfully secured funding in the NDAA.

But sometimes (most often) things don’t go smoothly.

If Congress is delayed, they pass a Continuing Resolution (CR), which keeps funding at existing levels. That means new programs usually can’t be added, which makes things more complicated.

Either way, the outcome matters. If funding goes through, the military gets what it needs and our client can deliver.

Step 6: The Outcome

After all the meetings, briefings, letters, and back-and-forth, we succeeded.

$4 million was allocated for this client’s work.

That’s real funding for real capability that can protect troops and save lives.

And that’s what my job actually looks like.

So What Do I Do, Really?

At the end of the day:

• I help clients translate complex ideas into language policymakers understand

• I help them build support with the people who actually use their technology

• I help communicate their needs to the people who control funding

• I help navigate the process so funding actually happens
  

There’s nothing mysterious about it. It’s preparation, clarity, persistence, and understanding how government works when it’s working correctly.

And Yes, It’s a Lot of Meetings ....& Walking (notice the sneakers)

A typical week might include:

• Briefing a Member of Congress

• Coordinating with stakeholders

• Reviewing draft legislation

• Following up with military offices

• Planning the next round of meetings
  

It’s a mix of relationships, policy, logistics, and strategy.

But at its core, it’s about turning ideas into real outcomes.

So the Next Time Someone Asks…

When I go to DC, I’m not going as some caricature of a lobbyist. I’m going as a conservative woman who believes good policy depends on good information, accountability, and people willing to do the work behind the scenes.

I share this because so many people engage in politics in different ways. Some volunteer, some organize, some fundraise, some run businesses, and some raise families. All of it matters. This just happens to be my lane.

And if nothing else, the next time someone asks what I do in DC, you’ll know it’s a lot less mysterious and a lot more spreadsheets and meetings than it sounds.