Advisor for IROs who need management and the Street aligned
IROs often see the perception gap before anyone else. Resurge works as a strategic force multiplier for internal IR teams, helping IROs turn investor feedback into management alignment, sharper earnings preparation, stronger materials, and a company investors can actually underwrite.
The IRO sits between management’s internal view and the Street’s external reality. You may already know where investors are getting stuck. The harder part is getting the CEO, CFO, and board to change what they say, disclose, measure, or repeat. Resurge helps IROs translate investor feedback into underwriting terms management will take seriously: model clarity, KPI support, earnings Q&A, analyst perception, and investor confidence.
Data Analysis of investment, iconRoadshows
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People in a group, iconAnalyst Models
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Last piece in the puzzle icon - perception studiesInvestor Perception
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Microscope analysis iconIR Strategy
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Earning money - hand under dollars iconEarnings Preparation
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Chess piece icon - competitive analysisCompetitive Diligence
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Dart in the centre of the board icon - perfect positioning Valuation Narrative
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Money burning iconHigh-Stakes Moments
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Our promise to IROs
We are not here to replace the internal IR team.

We are here to give the IRO more leverage.

That means helping you bring the investor’s perspective into management discussions with more force, more evidence, and more credibility.

We help identify what investors are struggling to underwrite, where the current narrative is creating confusion, which questions keep recurring, which KPIs are not supporting the thesis, and where the CEO or CFO may be unintentionally training the wrong expectations.

The goal is not to add another vendor to the process. The goal is to help the IRO become more effective inside the company and more useful to investors outside it.
If we are not the right fit, we offer a 45-day cancellation clause that releases you from further commitment.
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IRO Services
Roadshow Preparation
A roadshow is not a victory lap. It is field research.

Investors are not just listening to management. They are testing the model, comparing the company against alternatives, looking for weak spots in the thesis, and deciding whether the stock deserves more time, more capital, or less of both.

We help IROs prepare management for the questions investors are actually asking underneath the words. What changed in the model? What risk is management not acknowledging? What evidence supports the thesis? What did investors say in meetings that should change the next earnings script, deck, or Q&A prep?

A good roadshow should leave the IRO with more than a calendar full of meetings. It should produce a cleaner understanding of where the Street is aligned, where it is skeptical, and what management needs to address next.
IRO of $1.7 billion advertising tech company
I was initially worried when our CFO told me Jason was coming in to help with IR, but my fears were entirely misplaced. Jason was a huge help to me in IR and frequently “had my back” when I made suggestions to our CFO and CEO.
IRO Services
Analyst Model Advisory
The goal is not to manage analysts. The goal is to help analysts understand the company well enough to model it correctly.

When analyst models are wrong, the problem is often not laziness. It may be that the company has not given the Street the right bridge, the right KPI, the right segment explanation, or the right way to connect strategy to numbers.

We help IROs identify where analyst understanding is drifting: consensus assumptions, KPI interpretation, guidance bridges, segment logic, one-time versus run-rate items, and places where the sell side is filling gaps with its own assumptions.

The IRO should not have to fight the same model battle every quarter. The work is to make the business easier for analysts to understand and easier for investors to underwrite.
IRO of $19 billion software company
Resurge was a huge help to me as the company’s IRO because they understand how investors think and act and were able to role play with me how investors would react to our results. This really helped us prepare for Q&A and made me better at my job.
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Abstract illustration of an iceberg above and below the water and a blue circle in the background, representing perception studies of investor relationships
 IRO Services
Investor Perception Review
The IRO usually hears more investor truth than anyone else inside the company. But even that feedback can be incomplete.

The sell side may be careful. The buy side may not want to damage access. Management may hear the feedback and dismiss it as noise. The board may only get the filtered version.

We help IROs turn investor feedback into a sharper diagnosis: what investors actually believe, what they do not believe, where the company is creating confusion, which questions keep repeating, and where the Street’s version of the company differs from management’s version of the investment.

The point is not to collect opinions. The point is to identify what is keeping investors from owning the stock with more conviction.
IRO Services
IR Strategy Analysis
A good IR strategy is not a calendar. It is a system for making the company easier to underwrite.

We help IROs evaluate whether the company’s investor-facing strategy is actually answering the questions that matter. What do investors need to believe? What numbers support that belief? Which KPIs reduce uncertainty? Which messages create more questions than they answer?

This helps the IRO move the internal conversation away from “what should we say?” and toward “what do investors need to understand before they can own this?”

That is a more strategic conversation. And it is the conversation most management teams need.
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IRO Services
Earnings Preparation
Earnings prep is where the IRO’s job becomes most visible.

The script has to explain the quarter. The CFO has to make the numbers clean. The CEO has to frame the future. Q&A has to answer the model underneath the question. The tone has to match the facts.

We help IROs pressure-test the entire earnings package before the Street does: prepared remarks, Q&A prep, investor question mapping, model-cell analysis, tone calibration, KPI clarity, analyst pushback, and the likely second and third questions after the first answer.

A lot of teams prepare answers. Fewer prepare the follow-up. That is usually where the damage happens.
IRO of $1.9 billion software company
Jason’s help goes way beyond the traditional editing of scripts and preparing for Q&A. He was a huge help to our IR efforts - particularly as we faced challenging times. I was initially worried what his presence would mean for my job, but I ended up being so happy to have him on our team.
IRO Services
Competitive Diligence
Investors do not underwrite your company in isolation.

They talk to competitors, former employees, customers, analysts, consultants, and industry sources. Then they bring that outside evidence back into the model.

The IRO needs to know what that evidence is likely to say.

We help IR teams understand the competitive diligence investors may already be doing: where the bear case is getting stronger, what competitors are saying about the market, which assumptions investors are testing in the field, and where management’s claims need more evidence.

The point is not to argue with the market. The point is to know what evidence investors are using before they price it against you.
IRO of $5 billion software company
I heard a lot of complaints from our CEO about how we were undervalued relative to our peers and how people were focused on the wrong thing. Having Jason on board to help was a huge advantage to me. He really showed us what we were missing and why we were undervalued and helped us fix all those things.
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Abstract illustration of a handwritten scribble and blue circle in the background, representing the simplicity needed in your messaging and positioning to tell your true story to investors
IRO Services
Valuation Narrative
A valuation narrative is not the story management likes best. It is the framework investors can use.

The IRO has to help translate the company’s strategy into something the Street can understand, model, test, and repeat.

That means connecting the strategic thesis, the financial model, the KPIs, the guidance, the proof points, the risks, and the questions investors keep asking.

The test is simple: can a new investor understand the company quickly, can an analyst model the business without transcript archaeology, and can the buy side explain the stock to a portfolio manager?

If not, the narrative is not doing its job.
IRO Services
High-Stakes Investor Moments
Some moments change how investors underwrite the company.

A miss. A guide-down. A CEO transition. A strategy reset. An acquisition. An activist campaign. A business model transition. A new AI risk. A stock that keeps falling after “fine” quarters.

These are not normal investor communications moments. They are credibility moments.

We help IROs prepare management for what has to be owned, what needs to be explained, what should be repeated, what should not be said, and what investors need before they can trust the next version of the story.

The goal is not spin. The goal is to protect credibility and make the company underwritable again.
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Abstract blue circle with transparent squares, symbolizing data and analysis in Perception Studies
The Resurge IR Blueprint

See your company through the investor’s eyes.

The Resurge IR Blueprint is the framework Jason Gold uses to help CEOs, CFOs, and IR leaders identify investor perception gaps, strengthen the investment case, and prepare for the questions that ultimately determine valuation.
Diagnose the gaps between management’s perspective and investor perception.
Learn the questions investors are actually trying to answer before they can underwrite your company.
Evaluate whether your investment case is becoming easier or harder to model, trust, and own.
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Insights

More thinking for IROs trying to align management and the Street

Read practical frameworks on investor perception, earnings preparation, analyst models, valuation narratives, competitive diligence, and the recurring questions investors ask when they are trying to underwrite a public company.
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What is the importance Of Investor Relations For An Organization?
In this comprehensive guide, explore the importance of investor relations and learn how they can help an organization in attracting new investors, and achieving fair valuation
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Analysts are Busy - Help Them Help You
The sell-side analysts that cover your stock are far busier than you might think. Failing to recognize this and blaming them for not properly understanding your story leads to valuation challenges and frustration by everyone involved.
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Here’s Why You Need New Investors
Very often, when I'm working with a client to help them simplify their story into easily digestible bullets, they say to me, "our existing investors already know this...why do we need to say this again? It feels so repetitive."
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Frequently Asked Questions

What does an investor relations officer advisor do?

An investor relations officer advisor helps the IRO bring the investor’s perspective into management discussions. That includes earnings preparation, investor perception work, analyst model review, Q&A preparation, KPI clarity, valuation narrative, and CEO/CFO alignment. The goal is not to replace the IRO. The goal is to give the IRO more leverage, sharper investor-native analysis, and a framework management will take seriously.

How can Resurge help an internal IR team?

Resurge works as a strategic partner to the internal IR team. We help the IRO identify where investors are getting stuck, translate investor feedback into management-ready analysis, prepare the CEO and CFO for difficult questions, and improve the materials investors use to model the company. The internal IR team stays central to the process. Resurge adds investor perspective, outside credibility, and pressure-tested frameworks.

How can an IRO get the CEO and CFO aligned around investor concerns?

The strongest approach is to translate investor feedback into underwriting consequences. Instead of saying investors do not understand the story, the IRO can show what investors are trying to model, which assumptions are unclear, which questions keep repeating, where the current answer creates a bad follow-up, where the KPI set does not support the thesis, and where the Street’s version of the company differs from management’s version. That is harder for the CEO and CFO to dismiss because it ties investor feedback to valuation, credibility, and ownership.

When should an IRO bring in outside support?

An IRO should consider outside support when the company is hearing the same investor questions repeatedly, the stock is underperforming despite business progress, analysts are modeling the company incorrectly, management is not aligned on the investor message, or earnings preparation has become too reactive. Outside support is especially useful when the IRO sees the issue but needs more authority, more investor-native backing, or a clearer framework to get management to act.

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