Going public is a milestone—validation of your company’s growth, business model, and future potential. But for executive teams, the IPO isn’t the finish line. In fact, it marks the beginning of a new chapter of ongoing investor relations (IR) responsibilities.
While the IPO process is intensive and time-consuming, what follows is an entirely new set of investor relations (IR) responsibilities that require ongoing time, focus, and preparation. From quarterly earnings calls and sell-side conferences to engagement with actual investors, newly public companies are expected to maintain a constant dialogue with market participants—and that dialogue starts with the CEO and CFO.
At Gilmartin, we work with executive teams to help them manage these commitments efficiently and strategically. Here’s what to expect as a newly public management team and how to prepare to build long-term credibility in the public markets.
1. Quarterly Earnings: The New Cadence
Public company life is structured around the calendar, and nothing defines that structure more than quarterly earnings. For CFOs and supporting finance teams, each quarter brings an intensive close and reforecast cycle, followed by meticulous preparation for earnings announcements and conference calls. This includes:
- Drafting and reviewing the press release and conference call script
- Preparing detailed responses to anticipated questions
- Conducting callbacks with sell-side analysts
- Hosting scheduled and unscheduled calls with top shareholders
It’s a high-stakes process where clarity, consistency, and confidence in messaging can shape investor perception and influence valuation over time.
2. Investor Conferences and NDRs: Time on the Road
In the first year post-IPO, plan to attend most—if not all—healthcare investor conferences hosted by your IPO syndicate banks. These events often involve:
- Travel and overnight stays
- A full day of one-on-one and/or group investor meetings
- A fireside chat or formal presentation with the covering analyst
- Additional investor networking and business development opportunities
Early CEO and CFO participation is crucial for building credibility and cultivating long-term relationships. Over time, additional senior team members may represent the company, but executive involvement early on is key.
Non-deal roadshows (NDRs) are another key aspect of investor engagement. These investor meetings, hosted in selected cities, help you stay visible between conferences, target potential new shareholders, and strengthen relationships with covering analysts — especially when conference scheduling conflicts arise.
3. Market Education: A Continuous Process
Not all management teams fully appreciate that the IPO roadshow and testing-the-waters meetings are just the beginning of the investor education process. As your company’s public profile grows and you begin reporting financial performance against guidance, interest from new investors and sell-side analysts will likely increase. Earning the attention and trust of high-quality shareholders requires consistent engagement from the CEO, CFO, and IR team—but that investment of time can lead to broader ownership, stronger relationships, and even multiple expansion. Follow-on offerings and secondary transactions often bring new shareholders into the mix, and it’s critical that management remains involved to ensure a smooth transition and ongoing alignment.
Educating new and existing investors and sell-side analysts becomes a significant part of the CEO, CFO, and IR calendar. Higher-quality investors and sell-side analysts may require 2-3 introductory meetings as well as a headquarter visit to meet the CEO and CFO face-to-face. After the initial diligence process, some investors will want to engage quarterly; others may prefer annual or biannual touchpoints. Responsiveness matters, but with limited executive bandwidth, thoughtful prioritization of investor outreach is essential.
4. Hosting an Analyst Day: Telling the Bigger Story
Within 2–3 years of your IPO, it may be time to consider an analyst day. This is your opportunity to go beyond quarterly results and articulate your long-term vision, growth strategy, and operational priorities.
But don’t underestimate the effort: Analyst days require a 6-month planning process involving IR advisors and coordination across the executive team. The upside? It’s one of the most effective ways to deepen investor understanding and expand your shareholder base. A well-executed analyst day with clear messaging and objectives builds credibility and supports relationship development with key stakeholders.
5. Why It Matters: Building Long-Term Value
The public markets offer compelling benefits — access to public capital, increased brand visibility, and enhanced liquidity for shareholders. But they also require discipline, transparency, and ongoing engagement with the investment community.
At Gilmartin, we help our clients navigate these new demands, build credibility with Wall Street, and manage executive’s time effectively. While every executive will need to dedicate time to IR, our role is to ensure those commitments are purposeful, efficient, and aligned with the broader goal: running and growing a successful business.
Final Thoughts
Becoming a public company isn’t the end of a journey — it’s the beginning of a new one. The expectations of public company executives go well beyond financial results. Strategic IR is about building trust, telling your story, and forging relationships that support your long-term vision.
Reach out to our team to learn more about how we partner with our clients.
Authored by: Erik Abdow (Vice President), Gilmartin Group