What We Do
Strategic communications for private markets firms. The discipline is one, and everything cascades from the reading.
No retainer. No lock-in. The first block runs the Baseline.
A boutique firm for mid-market managers in private markets. Hands-on senior counsel on reputation, led by the Managing Partner, as an extension of the client's own staff.
39% of LPs say private equity's public reputation is worse than it deserves.
In North America, the figure is 49%. Coller Capital, Global Private Capital Barometer, Summer 2026.
Regulation is now writing the same lesson into law. As private products reach the wealth channel and retirement savings, the state asks the questions the allocator used to ask. How is this valued. Against what is it benchmarked. Who stands behind the record. A firm that cannot answer in public will be answered for. Transparency is no longer a courtesy a manager grants. It is a condition of growth.
The Reading
The firm read the way its judges read it: allocators, wealth advisers, journalists and the machines, from the public record, scored against best practice. The gaps in the firm’s own materials are marked too. Nothing is guessed, and nothing unpublished is used.
The 360° baseline shows how the market views the firm versus best practice. The gap audit compares the firm’s documents, talking points and marketing to its public record and highlights deficiencies.
AI READINESS
Allocators screen managers with AI before a first meeting. Wealth advisers ask the machines about a firm before they recommend it. Diligence is summarised by software. A firm is AI ready when its record, its story and its disclosures are built so the machines reach the same conclusion as a diligent allocator in the room. Disclosure is run to a framework: one record, the same words at every joint, dated and owned, answered in public, and read back on a cycle.
THE COUNSEL
Senior counsel present where decisions are made. A sounding board for leaders, shaping messages so they’re clear inside and outside the firm. No account team. No hand-off.
C-suite counsel: advice for the C-suite, grounded in twenty years’ experience and how the business makes money.
Crisis and special situations: senior counsel on record the same day, available as long as needed.
Second-opinion counsel: a final review before the decision.
Codification: who owns the record, who answers, on what rhythm — written down and run, as requests for information grow.
The Record
A deliberate, lasting public record across investor relations, marketing, communications and media. Each placement strengthens the firm’s earned reputation.
Positioning & Narrative — One clear account of the firm — grounded in its record and shared where it matters.
Executive Positioning — Leaders presented so their public names reflect the firm’s track record.
Media Relations — An ongoing program — not just event-driven.
Media Training — Senior prep focused on the key questions, built from the firm’s record.
Investor & Stakeholder Reporting — The firm’s record explained in clear, verifiable terms.
THE AMPLIFICATION
Extend the same message farther.
Advertising and campaigns: amplify the core message for wealth and retail audiences these products now reach.
Channels: target wealth and retail channels that evaluate the firm before the fund.
Investor Relations
Reputation is priced at the marks. The raise. Diligence. The re-up.
Between those moments, the price is set in the room, by the questions allocators ask and the answers they are given. Investor relations is the discipline of that room.
WHERE IT FITS
The reading establishes what the record says. The story states it once, in the firm’s own words. Investor relations carries it into the room, and brings the room’s questions back.
Nothing is said in the room that the record cannot support. Nothing the room asks is lost.
WHAT IT DOES
Before the raise. The pitchbook and the positioning are read the way an allocator reads them. The gap between the record and the reading is closed before the roadshow, not during it.
In diligence. One record, many documents. The diligence questionnaire, the data room, the pitchbook and the website say the same thing in the same words. Answers are prepared against the questions allocators actually ask. The industry’s standard diligence questionnaire has grown from 8 sections to 21, according to ILPA.
Between the marks. Quarterly letters, the annual meeting and investor days run on a rhythm. The record is explained in clear, verifiable terms. Silence is also a communication, and it is priced like one.
At the re-up. The relationship map is kept current between raises. What each allocator asked, what they doubted, what changed their mind. The next raise begins at the close of the last one.
Into the wealth channel. As products reach advisers and retail investors, the explanation is built for readers who were never in the room. The same record, taught properly.
WHO DOES IT
The work is led by the principal. It is staffed from the bench: senior investor relations practitioners, private markets only, drawn on as the engagement requires.
With the firm’s own investor relations team, in the work from the start, not brought in at the end. With senior management, marketing and every other element that touches the record. Codification and deployment run with those functions, so the firm speaks one way in every room.
It is bought the way everything here is bought, in blocks, invoiced on delivery.
Would you like to know your baseline?
Reputation leads. Growth follows.
Are you managing your reputation the way you manage your portfolio?
A 360° reading of your firm, from its public record, scored against best practice.