A Guide to Media Interviews for Entrepreneurs

Mastering the Message

The space industry operates on a plane of existence that few can fully grasp. It’s a field of complex physics, staggering numbers, and engineering feats that push the boundaries of human capability. It’s also an industry that captures the public imagination like no other. A single rocket launch can inspire millions, while a mission anomaly can become a global news event. For space-related companies, from launch vehicle providers to satellite manufacturers, communicating with the public through the media isn’t just a marketing function; it’s a core operational necessity.

A successful media interview can build public trust, attract talent, secure funding, and inspire the next generation of engineers and scientists. A poor one can create confusion, damage a brand’s reputation, and even affect stakeholder confidence. The challenge is unique: how does a company built on orbital mechanics and advanced propulsion systems explain what it does, and why it matters, to an audience that may not know the difference between low Earth orbit and a geosynchronous orbit?

This article provides a detailed guide for space-related companies on navigating media interviews. It covers the preparation, the selection of spokespeople, techniques for the interview itself, handling specific scenarios, and the follow-up required to build strong media relationships. The goal isn’t to “spin” a story but to translate the complex, fascinating reality of space exploration into a narrative that is accessible, accurate, and engaging for a non-technical audience.

Understanding the Landscape: Space and the Media

The relationship between the space industry and the media is symbiotic. The media needs compelling content, and nothing is more compelling than the drama of a countdown, the mystery of the cosmos, or the promise of new technologies. Space companies, in turn, need the media to communicate their achievements and vision to the public, to government partners like NASA or the European Space Agency, and to the commercial market.

This relationship is built on a foundation of translation. Journalists are not typically aerospace engineers. Their job is to find the “so what?” – the human element, the societal impact, or the inherent risk. They are looking for a story, not a technical manual. A company might be proud of its engine’s specific impulse, but the journalist wants to know what that means for sending people to the Moon or delivering internet to remote villages.

Public perception is a powerful force. It can be swayed by the romanticism of astronauts and the beauty of images from the James Webb Space Telescope, but it can also be skeptical. Questions about cost, taxpayer funding, and the perceived “frivolity” of space ventures are common. Media interviews are the primary forum where these perceptions are shaped and challenged.

The media landscape itself is fragmented. A company might deal with:

• Legacy News Outlets: Major broadcast networks and newspapers. These outlets have the largest reach but the least amount of time. Interviews often demand 10-second soundbites.
• Niche Space Media: Websites, podcasts, and magazines dedicated to the space industry. This audience is more informed and may ask more technical questions, but the non-technical assumption should still hold.
• Business Press: Outlets focused on finance and the economy. They will be interested in contracts, market share, and the business model of private spaceflight.
• Social Media Influencers: A growing force, especially in live-streaming launch events. They offer a direct line to a younger, highly engaged demographic but operate with different standards than traditional journalism.

Understanding this landscape is the first step. A company must recognize that each interview is an opportunity to bridge the gap between its highly technical reality and the public’s desire for a clear, compelling, and relevant story.

Pre-Interview Preparation: The Foundation of Success

A successful media interview is almost never the result of improvisation. It’s the product of meticulous preparation, message discipline, and a deep understanding of the audience. For a space company, this preparation is doubly important due to the complexity of the subject.

Know Your Audience and the Outlet

Before agreeing to any interview, the communications team must do its homework. Who is the journalist? What topics do they typically cover? A review of their recent articles or segments will reveal their style, their level of technical understanding, and their potential angle. Is their reporting generally positive, critical, or neutral toward the commercial space industry?

Understanding the outlet is just as important. An interview with a local TV station about a new manufacturing facility will be very different from an interview with a national wire service about a failed launch. The audience of a morning show is looking for inspiration and excitement; the audience of an evening news program may be more focused on cost and risk. This research dictates the tone, depth, and examples the spokesperson should use. It helps determine whether the focus should be on local jobs, national pride, or scientific discovery.

Defining Key Messages

No spokesperson should ever walk into an interview without knowing the three or four core points they must convey. These key messages are the bedrock of the interview. They should be decided upon long before the interview is even scheduled.

Key messages must be:

• Simple: Free of jargon and technical acronyms. Instead of “Our new smallsat constellation in LEO will provide high-bandwidth data,” try “We’re launching a network of small satellites that will bring faster, more reliable internet to people in hard-to-reach places.”
• Memorable: Crafted to be repeatable and easy to understand. Using strong verbs and active language helps.
• Relevant: Tied directly to the “so what?” for the audience. How does this mission, technology, or announcement affect their lives, their economy, or their future?
• Aligned: Consistent with the company’s overall mission, values, and brand identity.

All preparation should revolve around these messages. The spokesperson’s job isn’t just to answer questions; it’s to deliver these messages clearly and repeatedly, using the journalist’s questions as opportunities to do so.

Mastering the Subject Matter (for a Lay Audience)

This is a significant challenge for space companies. Engineers and scientists are trained to be precise, which often leads to technical, caveat-filled language. In a media interview, this precision can sound like evasion or confusion.

The key is to move from precision to clarity. The spokesperson must be an expert translator. This requires developing a toolkit of simple analogies, metaphors, and comparisons.

• Explaining Orbits: “Think of an orbit like a racetrack in the sky. To stay on the track, you have to go at exactly the right speed. Too slow, and you fall back to Earth. Too fast, and you fly off into space.”
• Explaining Data: “The amount of data this satellite will send back in one day is equivalent to the entire movie library of Netflix.”
• Explaining Distance: “The International Space Station is about 250 miles up. That’s like driving from New York City to Washington, D.C., but straight up.”

A “jargon-free zone” document can be a valuable tool. This document should list common internal terms (payload, telemetry, apogee) and their approved, simple-language equivalents (“the cargo we’re carrying,” “health and status updates from the spacecraft,” “the highest point in its orbit”). This document ensures everyone in the company who might speak to the media is using the same accessible language.

Anticipating the Hard Questions

A media interview is not a presentation; it’s a conversation that the journalist controls. A spokesperson must be prepared for difficult questions. Hiding from them is not an option and only makes the company look evasive.

A “Q&A” or “murder board” session is essential. In this internal drill, the communications team and other leaders should grill the spokesperson with every tough, cynical, and challenging question imaginable.

• “This launch has been delayed three times. Can your company really deliver?”
• “Your competitor SpaceX does this for half the price. Why are you so expensive?”
• “Isn’t this just a joyride for billionaires?”
• “What happens to all this equipment when it dies? Aren’t you just creating more space debris?”
• “What is the risk of this rocket exploding over a populated area?”
• “Given the problems with climate change on Earth, why are we spending billions to go to Mars?”

For each of these, the team must develop a clear, honest, and confident response that bridges back to a key message. For example, in response to the cost question: “We’re focused on reliability and building a proven, safe system. That’s our priority. And the technology we’re developing for this program is already leading to breakthroughs in materials and software that have applications right here on Earth.”

Spokespeople must also be prepared for questions they cannot answer due to proprietary information, national security (especially if working with the U.S. Space Force), or simply not having the data. The answer is never “no comment,” which sounds guilty. Instead, the response should be transparent about the reason for not answering: “That information is proprietary,” “Our contract with our customer doesn’t allow us to share those details,” or “I don’t have that specific number in front of me, but I can tell you what we do know…”

Logistics and Environment

The setting of an interview sends its own message. If it’s in person, is it in a sterile conference room or in front of an impressive piece of hardware (like an engine or a mission control room)? The latter provides a powerful visual backdrop that reinforces the company’s high-tech, active nature.

For remote interviews, the background is just as important. A cluttered home office or a distracting virtual background looks unprofessional. A clean, well-lit space, perhaps with a high-quality model of a rocket or satellite, is far more effective. All technology – camera, microphone, internet connection, and platforms like Zoom or Skype – must be tested thoroughly beforehand. A frozen screen or bad audio can kill an interview.

Wardrobe matters. The spokesperson is representing the brand. They should look professional and credible. This usually means business casual or business attire. Bright, solid colors are generally best for video. Busy patterns, stripes, and all-white or all-black outfits can be problematic for cameras. Company-branded apparel (like a polo shirt or jacket) can be effective, but it should be subtle.

The Spokesperson: Selecting and Training the Right Voice

Not everyone is suited to be a media spokesperson. The most senior person (like the CEO) or the most technically brilliant engineer may not be the best communicator. The right spokesperson is a unique blend of expert and storyteller.

Who Should Speak?

The choice of spokesperson depends on the interview’s topic and tone.

• The CEO or Founder: Best for interviews about big-picture vision, company strategy, major funding announcements, or responding to a significant crisis. They are the voice of the brand.
• The Mission Director or Lead Engineer: Ideal for milestone interviews (like a launch or a scientific discovery). Their genuine, hands-on passion and deep knowledge are palpable. They are the credible, authentic “face” of the mission.
• The Professional Communicator: The head of PR or communications is often the best person for handling routine inquiries or managing the flow of information during a developing situation.
• The Astronaut: If the company is involved in human spaceflight, an astronaut (current or former) is an unparalleled asset. They have a unique ability to connect with the public and convey the human experience of space.

The best spokespeople are not just knowledgeable; they are passionate. They must genuinely believe in the company’s mission and be able to convey that excitement. An audience will forgive a minor technical slip from someone who is clearly enthusiastic and authentic, but they will tune out a “robot” who speaks only in memorized talking points.

Comprehensive Media Training

No one, not even a charismatic CEO, should face the media without training. This training goes far beyond just reviewing key messages. It’s a comprehensive drill in communication techniques.

• Mock Interviews: These are the core of media training. They should be recorded and reviewed. The sessions should simulate different interview styles, from friendly and conversational to skeptical and aggressive.
• Bridging, Flagging, and Hooking: These are fundamental techniques.
  • Bridging: The art of moving from the journalist’s question to your key message. It uses phrases like, “That’s an interesting point, and what’s really important to remember is…” or “I can’t speak to that specific rumor, but what I can tell you is…”
  • Flagging: Signposting a key message for the journalist. “The most important takeaway is this…” or “If you remember only one thing today, it should be…”
  • Hooking: Ending an answer with a compelling phrase that “hooks” the journalist into asking a follow-up question you want to answer.
• Body Language and Vocal Tone: In a video or TV interview, non-verbal cues are critical. Spokespeople are trained to maintain good eye contact (with the camera, not the interviewer, in many studio setups), avoid fidgeting, and use open, confident posture. Vocal tone should be energetic, not monotone. Pauses can be used for emphasis.
• Handling Interruptions: Journalists, especially on live TV, are under time constraints and may interrupt. Spokespeople are trained to complete their thought concisely without getting flustered, often by acknowledging the interruption and quickly finishing the point.

Speaking in Soundbites

The modern media, particularly broadcast, runs on soundbites. A 10-minute interview may be edited down to a 15-second clip. A spokesperson who gives long, academic, rambling answers will either be ignored or have their words taken out of context.

Training involves learning to speak in clear, declarative sentences that stand on their own. It means front-loading the answer.

• Bad: “Well, if you look at the telemetry from the first stage, and you consider the burn profile of the upper stage, and the mass of the payload, you’ll find that the mission was, in fact, a success.”
• Good: “This was an outstandingly successful mission. We delivered our customer’s satellite to a perfect orbit, and our team is thrilled with the rocket’s performance.”

The spokesperson can (and should) elaborate after delivering the soundbite, but the core message must come first. Crafting these “tweetable” phrases during preparation is a valuable exercise.

During the Interview: Execution and Control

All the preparation leads to the interview itself. This is where the spokesperson must balance expertise, message discipline, and authenticity.

Establishing Rapport

While an interview can feel adversarial, it doesn’t have to be. The spokesperson should be professional, polite, and respectful. A bit of small talk before the interview “officially” begins can build rapport. It’s important to remember the journalist has a job to do. Treating them as a professional, not an enemy, sets a constructive tone. Active listening is key. The spokesperson should listen to the entire question before responding, rather than just waiting for a keyword to jump in with a prepared answer.

Delivering Key Messages Effectively

The “Answer First” method is paramount. State the conclusion or key message first, then provide the supporting evidence or context. This respects the audience’s time and ensures the most important point is delivered, even if the interview is cut short.

The bridging technique is the primary tool for message control. A spokesperson should never feel obligated to only answer the question that was asked. They must answer it, but they can and should use it as a bridge to their own message.

• Question: “Your rocket is smaller than your competitor’s. How can you compete?”
• Answer: “It’s true our rocket is designed for a different market (answers the question). We are focused on the rapidly growing smallsat industry, which needs dedicated, flexible launches. And that’s the key: flexibility. We can get our customers to their exact orbit, on their schedule, which is something the larger rockets can’t offer (bridges to key message).”

Key messages should be repeated, but not verbatim. The spokesperson should find different ways to phrase the same 3-4 core ideas, weaving them into answers for different questions. This repetition ensures they will make the final edit.

The Art of the Analogy

For space companies, analogies are not a clever trick; they are an essential tool of translation. The public cannot visualize a terabyte of data or the vacuum of space.

• On Space Debris: “Think of low Earth orbit as a busy highway. For decades, people have been leaving ‘junk’ on the road. A tiny paint chip, traveling at 17,000 miles per hour, has the energy of a bowling ball. Our new technology is like a tow truck, designed to start cleaning up that highway.”
• On Reusable Rockets: “In the past, every time we launched a rocket, it was like flying a 747 from New York to London and then throwing the plane away. It just doesn’t make sense. By building reusable rockets, we’re essentially just refueling the plane, which dramatically lowers the cost to get to space.”
• On Scientific Instruments: “This new telescope is like a time machine. Because light takes so long to travel, when we look at a galaxy a billion light-years away, we are seeing it as it was a billion years ago. It lets us watch the universe’s history unfold.”

These simple, visual explanations are sticky. They are what the audience will remember and repeat. A spokesperson should have a stable of these prepared analogies, ready to deploy.

Navigating Difficult Topics

How a company handles tough questions defines its credibility. Honesty and transparency are non-negotiable.

• Admit Setbacks: The aerospace industry is hard. Things go wrong. Denying a setback or a failure when it’s public knowledge destroys trust. The spokesperson must own it. “Yes, the test did not go as planned. We’re disappointed, but this is why we test. We’ve already gathered a huge amount of data, and our engineers are analyzing it right now to find the root cause.”
• Frame Failure as Learning: Failure is an integral part of rocket science. It’s a source of data. Framing a failure as a scheduled part of the engineering process (“rapid, iterative testing”) can be effective, as long as it’s genuine and not a way to dismiss a serious problem.
• Correct Misinformation: If a journalist makes a factually incorrect statement, the spokesperson must correct it, but politely. “I’d like to clarify that point. The rocket actually uses a different fuel…” not “You’re wrong.”
• The “I Don’t Know”: It is perfectly acceptable to say “I don’t know,” if it’s paired with a commitment. “I don’t have that exact number in front of me, but I can have my team follow up with you right after this interview.” This is far better than guessing and being wrong.
• Avoid Speculation: A spokesperson must never, ever speculate. This is especially true in a crisis. “What do you think went wrong?” “We can’t speculate. Our first priority is safety, and our second is the investigation. We will share verified information as soon as we have it.” This also applies to “what if” questions about aliens, competitors, or hypothetical disasters. Stick to the facts.

Understanding “On the Record” vs. “Off the Record”

The rules of engagement with a journalist are simple: assume everything you say is on the record and can be attributed to you.

• On the Record: The default. Everything can be quoted and attributed.
• On Background: The information can be used, but not attributed to the spokesperson by name (e.g., “a senior company official said…”).
• Off the Record: The information cannot be used in the story at all. It’s purely for the journalist’s context.

For 99% of interviews, “on the record” is the only rule. The concepts of “off the record” and “background” are complex, not universally agreed upon, and full of risk. A journalist might misunderstand the terms, or a different editor might overrule them. A spokesperson should never say anything “off the record” that they wouldn’t be prepared to see on the front page. If information cannot be made public, the answer is simply, “I’m not able to discuss that.”

Specific Scenarios for Space Companies

The general rules of media engagement apply everywhere, but the space industry has several high-stakes, unique scenarios that require a tailored approach.

The Launch Day Interview

This is the Super Bowl for a space company. The energy is high, the timeline is fluid, and the outcome is binary.

• The Goal: To build excitement and explain the mission’s purpose.
• The Challenge: Managing the live, unpredictable nature of a launch.
• The Technique: The spokesperson, often a host or commentator for the company’s own live broadcast, must be a storyteller. They weave together the technical milestones of the countdown (“We are now on internal power”) with the human story (“That’s the call from our launch director, who has been working on this for three years”). They must explain why this matters. “In about 90 seconds, this rocket will lift off, carrying a satellite that will help farmers better predict crop yields and manage water.”
• Handling Anomalies: If a scrub or delay happens, the spokesperson is the voice of calm. They must explain what is happening, why (if known), and what happens next. “The team saw a pressure reading they didn’t like, so they’ve put a hold on the count. This is a standard procedure. The hardware is a-OK, and they are just taking a moment to evaluate the data.” This turns a “failure” into an example of the team’s rigorous professionalism.

The Mission Milestone Interview

This is the celebration. A probe lands on Mars, a satellite deploys its solar arrays, or an Artemis programcapsule docks with the Lunar Gateway.

• The Goal: To share the success and translate its significance.
• The Challenge: Making a technical achievement feel like a human victory.
• The Technique: Share the credit. This is the time to talk about the team. “We’re getting signals back. The satellite is healthy. You can hear the cheers in mission control. This moment is the result of half a million hours of work by a team that just performed flawlessly.” The spokesperson should immediately pivot to the “so what.” “Now that this satellite is in orbit, the real work begins. Its data will help scientists monitor melting ice caps with unprecedented accuracy.”

The Crisis Communications Interview

This is the hardest interview. A launch fails. A satellite is lost. There is an accident.

• The Goal: To convey concern, demonstrate control, and state a commitment to finding answers.
• POST_PAYLOAD_HERE
• The Technique: The “3 C’s” are the guide.
  1. Concern: Express empathy and gravity. “This is a very difficult day. Our first thoughts are with…” (if people are involved). “We are deeply disappointed by this outcome.”
  2. Control: Show that the company is managing the situation. “We have activated our anomaly response team. We are securing all data and have begun a formal investigation, working closely with the FAA (Federal Aviation Administration).”
  3. Commitment: Reassure stakeholders that you will be transparent. “We are committed to finding the root cause of this failure, no matter how long it takes. We will share what we learn as the investigation progresses. We will learn from this, and we will fly again.”
• The Rules: Stick only to verified facts. Do not speculate on the cause. Do not assign blame. Do not minimize the problem. The spokesperson must be the calm, authoritative, and compassionate voice for the company. Their job is not to have all the answers, but to show that a process is in place to get the answers.

The Policy and Funding Interview

This often involves interviews with business or political journalists. The questions are about money, contracts, and competition.

• The Goal: To articulate the company’s value proposition and the broader societal ROI of space.
• The Challenge: Justifying high costs to a skeptical public or explaining complex business models.
• The Technique: The spokesperson must be a business advocate. When asked about a major NASAcontract, the focus should be on the value for the taxpayer. “We’re incredibly proud to partner with NASA on the Artemis program. By leveraging commercial innovation, we are helping the agency get astronauts back to the Moon faster and at a lower cost to the taxpayer. This partnership is accelerating American leadership in space.”
• When asked about competition (e.g., from China or other companies like Blue Origin), the focus should be on the company’s own mission, not on criticizing others. “We’re focused on our own goals. A growing industry is good for everyone, and our unique technology gives us a strong advantage in…”

Post-Interview Follow-Up

The work isn’t over when the camera stops rolling. The post-interview phase is essential for analysis and relationship-building.

Debriefing and Analysis

Immediately after the interview, the spokesperson and communications team should huddle.

• What questions were asked?
• Which ones were difficult?
• Did the key messages get delivered?
• How did the spokesperson feel?
• What could be improved for next time?

When the story is published or the segment airs, the team must review it. Did the key messages make the final cut? Was the context accurate? Was the tone fair? This analysis is fed back into the preparation for all future interviews.

Correcting the Record

If the final story contains a significant factual inaccuracy, the company must act. This doesn’t mean complaining about the tone or a quote that was unflattering. It means correcting an objective error (e.g., wrong launch date, incorrect rocket specification, a misstatement of fact).

The first step is a polite, professional call or email to the journalist. “I saw your story, thanks for covering our mission. I just wanted to point out one small factual correction on the satellite’s altitude…” Most journalists want to be accurate and will appreciate the correction, often updating the online version of the story.

If the error is egregious and the journalist is unresponsive, the company might consider a public clarification on its own social media channels or a formal letter to the editor. This is a big step and should be used sparingly.

Building Long-Term Relationships

Media relations is about long-term relationships, not one-time transactions. The communications team should send a brief “thank you” email to the journalist for their time.

More importantly, the company should position itself as a reliable, honest resource. This means offering the journalist access to experts (even for stories not directly about the company), providing context on complex space topics, and being responsive even when the news isn’t good. A journalist who trusts a company to be a straight shooter is more likely to call them for a fair quote and give them the benefit of the doubt during a crisis.

Summary

For a space-related company, effective media communication is as vital as its engineering. The public’s fascination with space provides a powerful tailwind, but the industry’s complexity creates a significant barrier to understanding.

The best practices are not complicated, but they require discipline. It all comes down to relentless preparation, translating the technical into the relatable, and maintaining absolute honesty. Spokespeople must be trained to be more than just experts; they must be storytellers and translators. By defining clear messages, anticipating hard questions, and using analogies to demystify the complex, a space company can turn every media interview into an opportunity. It can build trust, showcase its innovation, and bring the public along for the ride, ensuring that the incredible story of humanity’s journey into the cosmos is told with the clarity and inspiration it deserves.