Our Blog: The Podium

By David Calusdian, Executive Vice President & Partner

*Originally appeared on Samuel's CFO Blog. Samuel Dergel is Director and Search Consultant at Stanton Chase International. Mr. Dergel specializes in Executive Search for Chief Financial Officers.

As the new CFO of a publicly held company, somewhere on your extensive “to do” list is implementing an effective investor relations program. Whether or not the IR function was a well-oiled machine when you arrived, or virtually non-existent, there are key areas you need to address immediately to ensure that you are effectively taking the IR reins. So here are six steps for success as you accept responsibility for the IR function.

1) Understand your shareholder base. Research the investment styles of your shareholders to determine why they may have bought shares– and what might cause them to sell. See what type of investor concentration you have in your shareholder base. Identifying whether your shareholders are weighted toward a growth, value or income investment style, for example, can offer insight as to what they are expecting the company to achieve near or long term. Also investigate whether there are known “activist” firms among your shareholders, and what catalysts usually cause them to initiate a proxy fight. Make it a priority to speak with your shareholders by phone as soon as possible, and then meet them in person within your first few quarters as CFO. Also consider an investor perception audit to understand the sentiments of your shareholder base -- and identify any misperceptions about the company -- to most effectively build your IR program.

There is a popular cable network TV show called Bridezillas that often depicts women planning their wedding day as high-strung, unreasonable and at times displaying jaw-dropping outrageous behavior. Of course, this makes for great reality TV, but at times I find myself sympathizing with these women. After all, it will be the biggest day of their lives – it had better go as planned!

Similarly, the quarterly earnings call is one of the biggest days in the career of investor relations professionals and their companies. A seamless call is an IRO’s opportunity to shine. A call riddled with issues will damage his or her credibility. These calls require weeks of careful planning to ensure that the right messages are communicated effectively to shareholders. However, much like the bridezillas have to rely on other people to design a dress, coordinate the flower arrangements, bake the cake, etc., IROs must work with a variety of outside providers for the services necessary to facilitate an earnings call. With so much riding on the line, there is no shame in taking on the IRO-zilla role and demanding, rather, clearly stating needs and expectations. The IRO’s professional reputation is at stake.