Finance & Investor Relations consulting
Build trust, make value visible

How do you communicate your financial story so that investors and analysts listen?

Capital markets are demanding: investors and analysts receive more information every day than they can process. What gets through is a clear, consistent story; an equity story that not only explains figures but makes a company’s strategic logic and strengths comprehensible. This requires financial competence and communication experience to come together, and the messages to remain consistent across all formats: roadshow, capital markets day, quarterly report, ongoing IR communication. We can do both and combine depth of content with communicative clarity.

How do you ensure your annual report is more than a mandatory document?

An annual report is often the first thing potential investors, analysts or lenders read about a company — and one of the few places where a company can tell its story in full and on its own pages. At the same time it is a regulatory document with high demands on completeness and precision. Reconciling these two claims — readable and audit-proof, informative and convincing — is the real challenge. With almost 40 years of experience in financial reporting, we know how to achieve both.

How do you meet CSRD and ESEF obligations without internal resource strain?

CSRD, ESRS, VSME, EU Taxonomy, ESEF/iXBRL: the regulatory requirements for integrated reporting keep growing, and with them the workload for IR and finance teams who often handle these topics alongside day-to-day business. Preparing the content, editorial implementation and technical conversion are three different disciplines that rarely sit in one place. We can take on all three; in full, or as selective support alongside your existing teams and service providers.

Investor relations:
strategy, network and active support

How do you develop an IR strategy that positions your company on the capital market for the long term?

Many IR teams work reactively: they answer enquiries, produce mandatory publications, prepare roadshows. An active IR strategy asks instead: who are our relevant investors today, and who should they be in three years? What picture do analysts have of us, and does it match our own? How do we communicate consistently across all channels? Answering these questions systematically and deriving a clear positioning from them is the core of an IR strategy that has an effect. That is where we help.

How do you prepare your management for investor meetings and roadshows?

Investor and press meetings are not routine communication — they are moments in which trust is built or lost. Executives who are excellent on substance sometimes struggle to tell their story convincingly in a twelve-minute roadshow slot. That is not a weakness but a question of preparation. We develop messages, rehearse conversation situations and produce the accompanying materials, for equity and debt stories, analyst presentations and annual general meetings. On request we also accompany you directly.

How do you reach the right investors, and how do you measure success?

Stakeholder targeting in IR means more than working through a list of investors. It is about understanding which investor types fit the corporate strategy, where gaps in perception exist and how to build new investor relationships systematically. Perception studies are an underrated instrument here — they show how a company is really seen, not just how it sees itself. We have a database grown over time with contacts to investors, analysts, fund companies and financial institutions in Germany and abroad, and we use it actively for our clients.

When is external IR support worthwhile, and what does the collaboration look like?

External IR support is worthwhile not only where an internal IR function is missing. It is often specific situations — a change of ownership, a transaction, a communication crisis, a growth leap — in which experienced external expertise makes the difference. We work as a complete external IR function, as interim reinforcement or as a selective sparring partner, depending on what the situation requires. Working together with existing departments and service providers goes without saying.

How do you make your financial reporting digitally accessible for investors, AI systems and the next generation of stakeholders?

PDFs today are read by people, but increasingly also by AI systems that prepare and summarise information for investors and analysts. Anyone not publishing in a structured, machine-readable form risks simply not appearing in automated analyses. A structured digital format makes financial reports navigable, accessible and findable –  on all devices and for all relevant systems. With our OneDigitalReport approach we support companies in taking this step.

How do you communicate your company convincingly ahead of an IPO or a capital market transaction?

An IPO or a capital market transaction is an exceptional situation for most companies, with narrow time windows, high coordination effort and investors who have to form a well-founded assessment in a short time. What decides in this phase is the quality of communication: is the investment story clear and differentiating? Are the materials precise and convincing? Is the management prepared? We support all three dimensions: from the equity story through prospectus content and roadshow materials to conversation preparation, in close coordination with banks and legal advisers.

Find out more about our service areas ESG and Communications / Design.