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Capital Markets Strategy

It is management's responsibility to enhance the trading liquidity of their company's stock
Enhance Your Company’s Trading Liquidity 1024 576 Tom McMillan

Enhance Your Company’s Trading Liquidity
Management teams that shrug their shoulders when confronted with poor trading liquidity are failing their shareholders. By ignoring strategies to improve their trading liquidity, and turning stock holders into stuck-holders, management teams doom their companies to a discount. Companies can enhance their trading liquidity and valuation by maximizing market access and awareness while activating demand through a robust conversion funnel. read more
Broker-Dealer Relationships – Building a Marriage of Equals 1024 576 Tom McMillan

Broker-Dealer Relationships – Building a Marriage of Equals
Choosing the right broker-dealers to work with is nearly as important as choosing who to marry. The right partner will support you – the wrong partner will leave you on the sidelines. Companies must partner with firms whose capabilities, sector focus, and size align with the company’s own. In short, companies should seek a marriage of equals when it comes to the sell-side. read more
Share buybacks, NCIBs, and repurchases can hurt your company's share performance
The Hidden Dangers of Share Buybacks and NCIBs 1024 576 Tom McMillan

The Hidden Dangers of Share Buybacks and NCIBs
Share buybacks often look like a winning strategy. They boost EPS, return cash, and signal confidence. But for companies with small floats or weak liquidity, buybacks can seriously undermine value. This post explains why, and offers a checklist for boards to consider before repurchasing shares. read more
Renegade Board
Renegade Boards: When Directors Go Rogue 1024 576 Tom McMillan

Renegade Boards: When Directors Go Rogue
Renegade boards can disrupt strategy, destroy value, and blindside shareholders. This post explains why boards go rogue, highlights real cases like Gildan and Nestlé, and shows how management can protect the company through stronger investor relationships, clearer communication, and smarter governance practices. read more
Hostile Market Actors
Hostile Market Actors: Putting Management in the Crosshairs 1024 576 Tom McMillan

Hostile Market Actors: Putting Management in the Crosshairs
Public companies that have been trading at a durable discount for a protracted period face serious risks from hostile market actors. Activist investors, opportunistic takeover bids, and renegade boards can challenge management, disrupt strategy, or force governance upheaval. read more
Reach New Institutional Investors
Reach New Institutional Investors 1024 576 Tom McMillan

Reach New Institutional Investors
Public companies face real challenges in reaching new institutional investors. Broker led corporate access prioritizes commission payers, which may not be the investors best suited for the company. To break through, companies must take control of institutional investor targeting. read more
The Three Pillars of Quantitative Investor Targeting
Quantitative Investor Targeting Relies on Three Pillars 1024 576 Tom McMillan

Quantitative Investor Targeting Relies on Three Pillars
Accurate quantitative investor targeting depends on three pillars: clean and current ownership data, comprehensive fundamental financial data, and a rigorously back-tested targeting model. When any one of these elements is weak, targeting accuracy drops, and IR teams risk wasting time on irrelevant outreach. read more
Investor Relations Mistakes
The Seven Deadly Sins of IR 1024 576 Tom McMillan

The Seven Deadly Sins of IR
Don’t jeopardize your sell-side and buy-side relationships in the capital markets. Learn to avoid these common investor relation mistakes. read more