Advising companies representing over $50 billion in aggregate market capitalization
Our investor relations advisory firm engineers equity stories, builds institutional targeting programmes, and prepares management teams for the scrutiny that moves share prices. For Indonesian issuers and pre-IPO companies ready to command the valuation they deserve.
You have a listing timeline — or want one — and need the story, targeting, and rehearsal in place before the banks set your range.
Your stock trades below what the fundamentals justify, coverage is thin, and the same twenty investors show up every quarter.
You want an in-house function that performs without outside hand-holding — the people, the skills, the certification, the tools.
“Every quarter without a coherent equity story is a quarter your valuation discount compounds.”
Whether you're preparing to go public, strengthening your market position, or building IR capability from the ground up.
Ensure your market debut reflects true value. We deliver the equity story, investor targeting plan, management rehearsal, and roadshow materials that get you priced right on day one.
Strengthen coverage and defend your valuation. We rebuild the equity story around what institutions actually price, then run the segmented targeting and earnings cycle communications that put it in front of investors who should own your stock — not the same twenty who already do.
Build an IR function that performs independently. We recruit and train your team, deliver ICIR certification, coach executives on capital markets communication, and implement the technology stack.
Every engagement follows the same five-phase process. The gap between price and value is almost always a communication problem — and communication problems have systematic, measurable solutions.
A sample scorecard — the first deliverable of every engagement.
KPI fact base audit, narrative gap analysis, governance readiness, and investor-market fit assessment.
Deliverable: IR readiness scorecard across four dimensions.
Equity story architecture, investment thesis proof map, and full materials suite — from corporate presentation to fact sheet.
Deliverable: equity story deck, proof map, fact sheet.
Segmented investor list logic, coverage strategy by tier, and structured outreach cadence with tracking.
Deliverable: tiered target list with outreach calendar.
Q&A risk mapping, rehearsal loops with live challenge, and spokesperson coaching under pressure.
Deliverable: Q&A risk map and rehearsed spokespeople.
Quarterly engagement cadence, meeting-by-meeting tracking, perception monitoring, and continuous message iteration.
Deliverable: quarterly perception report and message iteration.
Every engagement begins with an IR readiness diagnostic across equity story, fact base, targeting, and management preparation. Yours is complimentary — no pitch.
Institutions don't grade your preparation. They grade what happens when it's tested.
Can your management state, in three sentences, why your stock should re-rate?
Does your investor presentation prove every claim in the story with an audited KPI?
Do you know which twenty institutions should own your stock but don't — and why?
Can management hold the story together under hostile Q&A — not in rehearsal, but live?
Is every investor meeting tracked, followed up, and fed back into the message?
If you hesitated on any of these, that hesitation is what institutions are pricing. See what happens when the answers become yes →
Trading at 3.7x earnings and 0.75x book — below the replacement cost of its assets. Thin liquidity, a market that had stopped paying attention, an understaffed IR function.
Rebuilt the equity story to reframe the valuation gap. Took the company to new institutions through an international non-deal roadshow. Added off-quarter updates to keep engagement alive between reporting periods.
PE re-rated from 3.7x to 15x. Price/book from 0.75x to 1.2x. Trading volume up 4–5x.
“The first advisers who told us what investors actually thought of us — not what we wanted to hear. The re-rating followed.”
Seen enough?
Request the Assessment →
Most IR programmes fail because they conflate disclosure with communication. Disclosure is a legal obligation. Communication is a strategic discipline — and it's the only thing that moves share prices.
30 years of bridging Southeast Asian issuers and global institutional expectations. IR Advantage delivers operator-grade advisory — not junior deck production. We run the workstreams that move prices: equity story engineering, institutional targeting, and management preparation under pressure.
Experience includes Bank Mandiri, HM Sampoerna, and listed companies across Indonesia's most dynamic sectors.
Investor Relations Charter — NIRI
International Certificate in Investor Relations — IR Society UK
The IR Gap Assessment is a complimentary diagnostic that maps your equity story, fact base, targeting, and management readiness against institutional expectations. No pitch — just a clear picture of where you are.
Advised by an IRC/NIRI-chartered senior advisor — 30+ years in capital markets
We close the gap between what your company is worth and what it trades at. That means an equity story institutions can price, targeting that puts it in front of investors who should own you but don’t, and management that holds up under questioning. Disclosure is your legal team’s job. This is the other thing.
Pre-IPO companies preparing their first listing through issuers in the billions. There is no minimum threshold, because the problem doesn’t scale with size — a mid-cap trading below book has the same communication gap as a large-cap trading below peers. What changes is the programme, and we build that around you.
Earlier than you think. For IPOs, the work that moves pricing happens before the banking mandate is signed — after that, you’re negotiating from someone else’s timetable. For listed companies, the trigger is usually a discount that has stopped feeling temporary: to peers, to book, to your own view of the business. If you’ve started explaining the gap to your board, it’s time.
There is no typical, by design. A two-hour board seminar, a nine-month pre-IPO mandate, a multi-year advisory retainer — each is scoped to the problem, not to a package. What we don’t do is open-ended retainers that outlive their usefulness. When the gap is closed, the engagement should show it.