Misson & Vision

Shake up the status quo

Process-oriented activities dominate the investor relations consulting market. When the focus is more on process and efficiency rather than strategy and empathizing with investors, companies continue to make the same mistakes.

Our vision is to shake up the status quo by changing the strategic direction of the investor relations program.

We help public companies get a valuation that reflects their true value and outlook, both on an absolute basis and as compared to their peers.

Investor Relations

Resurge Consulting

Investor Insights that shake up the status-quo

A better way to tell your story to investors

IR strategy analysis that uncovers your strengths and weaknesses

Strategic presentation coaching and preparation

Earnings call coaching and preparation strategy

The “best practices” for your earnings calls, investor materials, and analyst days

Investor Relations

Traditional Consulting

Performing process-oriented activities that maintain your communication

Maintaining the IR section of your website

Maintaining the current story that you tell to investors

Editing and sending press releases with your current story

Scheduling conference calls and editing earnings scripts for grammar

Monitoring the news for information on your competitors

Leadership

CEO

Jason Gold

I started Resurge after an 18-year career as an analyst and portfolio manager at some of the most prominent investment firms on Wall Street. I saw a niche opportunity to help public companies better understand their institutional investors and bridge the misunderstanding gap.

My time on the Street has provided me with unique insights into how these funds operate and I deliver this to my clients. I also worked several years in-house as the SVP of Finance, Corporate Development, and Investor Relations, at a $5 billion software company, so I approach IR consulting with perspectives from both sides of the table.

The work we do at Resurge brings companies and shareholders closer together and yields better outcomes for all parties involved. CEOs and CFOs suddenly begin telling their companies’ stories in ways that investors can digest and analyze – driving out valuation discrepancies that exist from investor confusion.

University of Virginia

Bachelor of Science in Business

American Mensa

Member

National Investor
Relations Institute

Member

CEO of $5 billion hardware company

Resurge showed us our blindspots and changed how we told the story.

What was most valuable for me was how Jason showed me how my and our CFO’s comments were interpreted by the Street. We’d been saying the same thing for so long, but nobody was listening and we weren’t getting credit for many of the things happening at the Company.

His insights into how investors think is something we can’t get anywhere else - and we looked around a lot of other providers.

CEO of $900 million software company

The insight was tremendous.

Our valuation was lagging that of our competitors and the Street wasn’t giving us the proper credit for all the great things that were happening at the company. I found this really frustrating until Resurge came in and showed me how my own behavior was a key driver of this.

Jason gave me honest and direct feedback and coached me how to change the way I describe the company and how I talk about our value.

Koray Okumus

CFO of $1.7 billion advertising tech company

I know some IROs get scared when they hear a consultant is coming in, but they should see Jason as their ally, not their enemy.

Jason was an invaluable addition to our boardroom discussions about all things ‘investor related’ - particularly when we had an activist investor “situation.”

He was instrumental in helping us in several areas… from understanding all the activist dynamics to shaping guidance and preparing us for difficult Q&A.

Koray Okumus

Insights

Case Studies & Articles

Get investor insights. See the results we've achieved with our clients.

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YOUR KPIs ARE EITHER TOOLS OR WEAPONS

This post explains how inconsistent KPI disclosure damages investor trust. It argues that when companies highlight metrics only while they’re improving, then change definitions, replace KPIs, or stop showing history when trends weaken, investors assume management is hiding something. The post lays out the cost of “KPI games,” including lower trust, more conservative assumptions, and less focus on the company’s strategy. It recommends introducing new KPIs with clear rationale, historical recasts, transition periods, and consistent quarter-to-quarter disclosure.

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The Street Only Remembers Three Things

This post argues that earnings messaging should focus on the few business drivers that actually move revenue or margins. It explains that if management tries to communicate 10 priorities, investors won’t retain any of them, and the company may have a focus problem. The post recommends identifying the three most important levers, making them concrete, aligning leadership around them, and using the earnings script as a forcing function for sharper internal focus and clearer investor communication.

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Guidance Is Optionality, Not Accuracy

This post argues that guidance shouldn’t be treated as a forecasting contest. It should be used to preserve optionality across the full year. The post explains how management teams often box themselves in by setting guidance too tightly, over-signaling confidence, or “guiding on the guide.” It frames beat-and-raise cadence as something that’s engineered through disciplined expectations management, not luck. The post gives CFOs a practical checklist for setting guidance that leaves room to execute, absorb noise, raise later in the year, and protect credibility.

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University of Virginia

American Mensa

National Investor Relations Institute

Case Studies & Articles

National Investor
Relations Institute