We have wide-ranging experience in capital markets transactions, directing the IR and communications components in deals valued at more than $4 billion. Sharpe Capital Communications works with your bankers, legal counsel and others to ensure a smooth road show and successful transaction.

We have been involved in mergers and acquisitions for cash and exchanges of stock, debt refinancing, tender offers for debt, and initial and secondary offerings of equity, as well as debt offerings. We draft road show presentations that emphasize strategic corporate messages as well as transaction metrics. We analyze proposals from investment banks, recommending lead and secondary bankers based on company objectives for ownership and distribution. We also help plan road show logistics.

We increased participation in a dividend reinvestment and direct stock purchase program for a utility holding company through an enhanced direct-mail campaign. The outreach generated more than $8 million in new low-cost equity capital over three years.

Sharpe Capital Communications also has growing expertise in marketing privately held businesses to venture capital and private equity managers. In addition, we have researched and drafted private placement memoranda, and solicited domestic and international placement agents on behalf of fund managers. We make daily additions to our database of venture capital and private equity investors.


  • Some capital markets transactions can take years to play out. For an NYSE-listed telecommunications company, we were engaged to rebuild an IR function that had been dormant for nine months due to a change in executive management. 

Our initial outreach to the investment community uncovered a “revolt” among institutional investors whose phone calls and other concerns had been ignored for months. A controversial proxy challenge was being mounted to gain control of the board of directors. We alerted the new CEO and helped develop a defense, featuring an intense domestic and international campaign of more candid and realistic presentations of company strategies for improved performance and enhanced value.

Over a six-month period that culminated at the annual meeting, investors came to understand that the new management team shared their commitment to enhancing value, and that the new executives could deliver that value. In the end, dissident shareholders negotiated placement of only two directors on the board, instead of a controlling slate of eight.

The company’s stock price increased from the teens to the mid-40’s. Investors realized additional value less than 18 months later when the company was acquired in an exchange of cash or stock valued at $50 per share.