After many years of disappointing results, investors lost interest in this company. Additionally, the company’s financial disclosures made it impossible to see all the changes going on “under the surface.”

Management doesn’t always provide concise, direct answers to questions which can leave investors feeling unsatisfied. We then helped them script their earnings calls, Q&A, and investor presentations (including an investor day) to tell the story while also releasing a series of new KPIs that investors used to gauge the company’s progress through the transition.

The client (under NDA) was looking for someone to help them fix their sagging stock price, which was lagging behind their peers despite several quarters of beating consensus estimates.

Management had a history of over-promising and under-delivering, which we needed to correct. Also, the business model transition created a layer of opacity that only increased disclosure, and new KPIs could solve.

This article is a must-read for CEOs, CFOs, investor relations officers, and board members looking for ways to maximize shareholder value.

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