In this episode of Enquire, Clara Melia speaks with Brian Lantz, VP of IR and Communications at Ferguson and previously Fortune Brands, about navigating major structural transformations including IPOs, spin-offs, and UK-to-US listing moves. Brian highlights why IR must be involved from day one in an IPO process to shape the equity story, details how management teams must learn to wear "two hats," and breaks down the step-by-step playbook for managing corporate transitions across international capital markets.

In This Episode

• Why appointing an IR lead weeks before an IPO or spin-off setup harms market success.
• How to help C-suite leadership wear "two hats", balancing operational management with equity storytelling.
• Strategies for establishing guidance and protecting management credibility during an IPO or carve-out.
• Key differences between UK and US sell-side analysts, investor patience, and attention spans.
• The regulatory contrasts between UK Market Abuse Regulation and US quarterly reporting rhythms.
• Practical steps from Ferguson's successful primary listing move from London to the NYSE.
• Brian’s six-step playbook for executing smooth corporate listing moves and spin-offs.
• How to practice "brutal prioritisation" to avoid becoming a "busy fool" during high-demand investor cycles.

Quotes

• On the Role of IR in IPOs and Carve-Outs: "You should have somebody that's used to talking to investors, that's really ingrained in that sort of work, to help you formulate that holistic message internally from the very beginning. And if you haven't done that, then you don't value IR..."
• On Management Credibility During IPOs: "...investors buy the business model and the management team... And that management team credibility is very hard to win and very easy to lose, right? So you have to step very carefully into that."
• On UK vs. US Investor Attention Spans: "In the US, what you find is there's so many investment options, things are moving so quick… So you got to hook these people in a couple minutes..."
• On Prioritisation and Execution: "You can be a very busy fool in IR... brutal prioritisation of your targeting and execution to the point you're uncomfortable."

Resources

Connect with Brian on Linkedin

In this episode of Enquire, Clara Melia speaks with Chris Kinder, CEO of the Investor Forum, about his 20+ year transition from UK equity fund manager to leading one of the market's most prominent stewardship bodies. Chris explains how the Investor Forum distils shareholder feedback to help boards navigate complex capital allocation, takeover bids, and valuation discounts. He highlights new initiatives like the Investor and Issuer Forum and the Board Dialogue Service, breaks down real-world case studies and shares why companies should start treating investor meetings as a two-way street to drive long-term value creation.

In this Episode:

• The origin story of the Investor Forum following the 2012 Kay Review.
• How collective engagement works step-by-step from escalation to chair meetings.
• The difference between the member-led Investor Forum and the Investor & Issuer Forum.
• How to balance share buybacks with long-term capital allocation (R&D, Capital Expenditure, M&A).
• Why collective engagement is distinct from public corporate activism.
• Practical benefits of the Board Dialogue Service for C-suite and Board Chairs.
• How IR teams can use price-in data and investor expectations to challenge internal consensus.
• Key stewardship trends including pass-through voting, non-executive pay, and cyber governance.
• How corporate boards can get actionable, unfiltered feedback from institutional shareholders.
  
  

Quotes

• "What we offer to the companies is a distillation of the investor concerns... taking all the feedback that we get and distilling it down into three to five key messages that the company needs to hear."
• "We are never telling companies what to do... It's not the 'naughty step'. We are a venue to have high-quality engagement between companies and their investors with a view to improving value."
• "The IR is a critical link between investors and companies... Done well, it is the first call. They should be the disciplinarian that keeps the consensus in check."

Resources

Connect with Chris on LinkedIn

In this episode of Enquire, Clara Melia speaks with Anthony Hamilton, Director of Investor Relations at WPP, about his 20-year career evolution across heavy industry, telecommunications, and tech-driven marketing services. Anthony details how to transition from an execution specialist into a strategic advisor to the C-suite, how to deliver uncomfortable market feedback to leadership, and how serving in non-executive governance roles enriches board interaction. The conversation explores navigating AI narrative risks, utilising AI as a supportive team member, engaging constructively with activist shareholders, and why future leaders must adopt an "IR Plus" cross-functional mindset to drive long-term business value.

In this Episode:

• How to transition from tactical execution to a strategic advisor to the C-suite.
• Core IR fundamentals that transfer across diverse sectors, from heavy industry to tech.
• Practical strategies and timing for delivering uncomfortable market feedback to executives.
• How non-executive governance roles enhance your understanding of board dynamics and AGMs.
• The shift from AI adoption to deep engagement in daily corporate communications.
• How to reframe "AI risk" market narratives and demonstrate tech enablement over replacement.
• Early warning technical signals for spotting activist shareholders on your register.
• Why cross-functional rotations ("IR Plus") build superior, well-rounded IR leaders.
• How to proactively address market scepticism through communication and register alignment.
• How to measure IR success beyond meeting volume, including the value of internal IR.

Quotes:

• "We use it as the extra person in the team... a way of just pulling together vast amounts of information in a very succinct and easy fashion, freeing us up to do the critical part of IR: networking and human relationships."
• "IR plus means IR as a cross-functional leadership solution, rather than a standalone silo... when linked closely with strategy, FP&A, treasury, and finance, one plus one equals three."
• "The most valuable activity in investor relations is networking, whether that's internal or external."

Resources:

Connect with Anthony on LinkedIn