Future-making has emerged as a pivotal research area exploring how futures are imagined, negotiated, and formed in organizational settings. Despite substantial progress, the literature has yet to fully address the political nature of future-making. More specifically, it remains undertheorized how actors who engage in future-making selectively disclose elements to different audiences, thus exposing these activities to potential contestation. Through a 15-month case study in a large industrial corporation, we explore the future-making activities of middle and lower managers as they pursue two strategic initiatives. Ultimately, the initiatives aim to realize a groundbreaking yet fictional technology that promises sustained market leadership. Our study provides a theoretical model explaining how visibility practices underpin the politics of future-making. Managers engage in concealing, obfuscating, and angle-playing, switching through those practices by performing both reversible and irreversible visibility moves. We introduce a visibility perspective to the research on future-making, affording a nuanced understanding of how organizational actors with limited formal decision-making power engage in political activity to develop and assert preferred futures.