The situation: A small, private, healthcare company sought to implement a formal IR infrastructure ahead of its IPO. The IR program had to be customized for the company and its specific needs and be sustainable.

The challenge: The company had a tight budget and timeline, and numerous advisors providing, at times, competing input. How should the company navigate constituencies and conflicting input? What resources would the firm need to implement IR for the long term? At what level should the firm hire a head of IR, and where would the firm go to find this individual? What would the reporting structure look like, and would IR also lead communications and governance outreach efforts? What type of investor base was appropriate? Capital deployment strategy? Policies and procedures?

The result: Working closely with the CEO, CFO and a Board Director, CGIR built an IR program from scratch. This included developing a budget, identifying IR service providers, identifying and training spokespeople, writing IR and Disclosure policies and procedures, conducting investor analysis and outreach, identifying and contacting sell-side to begin coverage, and other basic tenets of an IR program. CGIR worked closely with investment bankers and legal counsel throughout to ensure consistency of message, and proper disclosure approaches were followed.

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