๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ผ๐—ฟ ๐—ฅ๐—ฒ๐—น๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€ ๐—ถ๐—ป ๐—ง๐˜„๐—ผ ๐— ๐—ถ๐—ป๐˜‚๐˜๐—ฒ๐˜€ ๐—ผ๐—ฟ ๐—Ÿ๐—ฒ๐˜€๐˜€
๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ผ๐—ฟ ๐—˜๐—ป๐—ด๐—ฎ๐—ด๐—ฒ๐—บ๐—ฒ๐—ป๐˜ = ๐—–๐—ผ๐—บ๐—ฝ๐—ฒ๐—น๐—น๐—ถ๐—ป๐—ด ๐—ฉ๐—ถ๐˜€๐—ถ๐—ผ๐—ป + ๐—ž๐—ฃ๐—œ๐˜€ + ๐—ง๐—”๐— 

Public speaking represents a core skill set for Investor Relations Officers (IROs).

IROs are often expected to present the company in 1x1 meetings, company presentations, and on panels, typically at investor or industry conferences.

Success relies upon the IRO utilizing the syntax and language necessary to drive success by obtaining the next meeting.

The goal is to translate operational finance into investor finance.

๐—›๐—ผ๐˜„ ๐——๐—ผ๐—ฒ๐˜€ ๐—ฎ๐—ป ๐—œ๐—ฅ๐—ข ๐—–๐—ฟ๐—ฒ๐—ฎ๐˜๐—ฒ ๐—œ๐—ป๐˜๐—ฒ๐—ฟ๐—ฒ๐˜€๐˜ ๐—ฎ๐—ป๐—ฑ ๐—˜๐—ป๐—ด๐—ฎ๐—ด๐—ฒ๐—บ๐—ฒ๐—ป๐˜?

There are two primary ways to create interest and engagement:

โ€ข ๐—ฆ๐˜๐—ผ๐—ฟ๐˜† ๐—ง๐—ฒ๐—น๐—น๐—ถ๐—ป๐—ด โ€“ ๐—ฆ๐—ฒ๐˜๐˜๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐—ฃ๐—ฟ๐—ผ๐—ฝ๐—ฒ๐—ฟ ๐—ฉ๐—ถ๐˜€๐—ถ๐—ผ๐—ป
โ€ข ๐—™๐—ถ๐—ป๐—ฎ๐—ป๐—ฐ๐—ถ๐—ฎ๐—น ๐——๐—ฎ๐˜๐—ฎ โ€“ ๐—ž๐—ฃ๐—œ๐˜€ ๐—ฎ๐—ป๐—ฑ ๐—ž๐—ฒ๐˜† ๐—บ๐—ฒ๐˜๐—ฟ๐—ถ๐—ฐ๐˜€

Story telling establishes the vision, which opens the aperture across different investors, and KPIs and Key Metrics crystalizes the vision and drives ongoing investor engagement.

๐—˜๐˜€๐˜๐—ฎ๐—ฏ๐—น๐—ถ๐˜€๐—ต๐—ถ๐—ป๐—ด ๐—–๐—ผ๐—ฟ๐—ฝ๐—ผ๐—ฟ๐—ฎ๐˜๐—ฒ ๐—ฉ๐—ถ๐˜€๐—ถ๐—ผ๐—ป ๐—ผ๐—ฟ ๐—ก๐—ฎ๐—ฟ๐—ฟ๐—ฎ๐˜๐—ถ๐˜ƒ๐—ฒ

The goal is to create a vision that opens the aperture across several investor groups:

โ€ข ๐—ฃ๐˜‚๐—ฏ๐—น๐—ถ๐—ฐ ๐—ฒ๐—พ๐˜‚๐—ถ๐˜๐˜† ๐—ถ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ผ๐—ฟ๐˜€
โ€ข ๐—ฉ๐—ฒ๐—ป๐˜๐˜‚๐—ฟ๐—ฒ ๐—–๐—ฎ๐—ฝ๐—ถ๐˜๐—ฎ๐—น ๐—ฎ๐—ป๐—ฑ ๐—ฃ๐—ฟ๐—ถ๐˜ƒ๐—ฎ๐˜๐—ฒ ๐—˜๐—พ๐˜‚๐—ถ๐˜๐˜†
โ€ข ๐—ง๐˜‚๐—ฟ๐—ป๐—ฎ๐—ฟ๐—ผ๐˜‚๐—ป๐—ฑ ๐˜€๐—ฝ๐—ฒ๐—ฐ๐—ถ๐—ฎ๐—น๐—ถ๐˜€๐˜๐˜€
โ€ข ๐—ฆ๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐—ถ๐—ฐ๐˜€ ๐—ฎ๐—ป๐—ฑ ๐—–๐—ผ๐—บ๐—ฝ๐—ฒ๐˜๐—ถ๐˜๐—ผ๐—ฟ๐˜€, ๐—ฎ๐—ป๐—ฑ ๐—ณ๐—ถ๐—ป๐—ฎ๐—น๐—น๐˜†
โ€ข ๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—บ๐—ฒ๐—ป๐˜ ๐—•๐—ฎ๐—ป๐—ธ๐—ฒ๐—ฟ๐˜€

The goal is to get the creative juices flowing and stoke the imagination around what the business could potentially be, but is not recognized today.

๐—ฆ๐—ผ๐—น๐—ถ๐—ฑ๐—ถ๐—ณ๐˜†๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐—ฉ๐—ถ๐˜€๐—ถ๐—ผ๐—ป โ€“ ๐—ž๐—ฃ๐—œ๐˜€ ๐—ฎ๐—ป๐—ฑ ๐—ง๐—”๐— 

The IRO then uses KPIs and Key metrics to solidify the vision.

Start with Operational KPIs, for Access TeleCare, the number of consults last year, 1M+, and since inception, 7M+.

Immediately, investors get a sense of scale, importance, and potential of the underlying business.

The IRO then seals the deal with thoughtful metrics around Total Addressable Market (TAM).

The acute care telemedicine TAM is roughly $6B to $7B.

Followed up by color on the Serviceable Addressable Market (SAM) and Serviceable Obtainable Market (SOM).

These guide rails project how the company might grow over the next 1, 3, or 5 years, or more.

Finally, you bring it all together with an over-arching vision:

ubiquitous access and quality of care across America regardless of where the patient presents or the patientโ€™s economic profile.

๐—œ๐—ป ๐˜๐—ต๐—ฒ ๐—ฐ๐—ฎ๐˜€๐—ฒ ๐—ผ๐—ณ ๐—”๐—ฐ๐—ฐ๐—ฒ๐˜€๐˜€ ๐—ง๐—ฒ๐—น๐—ฒ๐—–๐—ฎ๐—ฟ๐—ฒ, ๐—ฐ๐—ผ๐—บ๐—ฏ๐—ถ๐—ป๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐—ณ๐—ผ๐—น๐—น๐—ผ๐˜„๐—ถ๐—ป๐—ด ๐—ฝ๐—ฎ๐—ฟ๐—ฎ๐—บ๐—ฒ๐˜๐—ฒ๐—ฟ๐˜€:

๐—–๐—ผ๐—ป๐˜€๐˜‚๐—น๐˜ ๐—ฆ๐—ฐ๐—ฎ๐—น๐—ฒ
๐—ง๐—”๐— 
๐—จ๐—ฏ๐—ถ๐—พ๐˜‚๐—ถ๐˜๐—ผ๐˜‚๐˜€ ๐—”๐—ฐ๐—ฐ๐—ฒ๐˜€๐˜€ ๐˜๐—ผ ๐—–๐—ฎ๐—ฟ๐—ฒ
๐—จ๐—ฏ๐—ถ๐—พ๐˜‚๐—ถ๐˜๐—ผ๐˜‚๐˜€ ๐—”๐—ฐ๐—ฐ๐—ฒ๐˜€๐˜€ ๐˜๐—ผ ๐—›๐—ถ๐—ด๐—ต ๐—ค๐˜‚๐—ฎ๐—น๐—ถ๐˜๐˜† ๐—–๐—ฎ๐—ฟ๐—ฒ
=
๐—œ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ผ๐—ฟ ๐—˜๐—ป๐—ด๐—ฎ๐—ด๐—ฒ๐—บ๐—ฒ๐—ป๐˜!

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