Value created. Value recognised.
We work out what the market does not properly understand, what needs to change, and then use the financial calendar to change that understanding consistently.
When understanding falls short, so does perceived value.
Re-educating the market starts with deciding what it needs to understand.
We work with leadership teams to understand where the real value sits in the business.
We ask the questions the City will ask. We make complex businesses easier to understand. We identify what is genuinely different and connect it to the evidence that supports it.
At the centre is a communication strategy that determines what needs to be understood, by whom, in what sequence and with what evidence.
That strategy guides a programme of activity across the financial calendar, while remaining responsive to events beyond it.
The calendar stops being a series of separate reporting obligations and becomes a programme for changing and reinforcing market understanding over time.
Some channels evolve understanding. Some provide the evidence behind it. Others must respond to unplanned change.
We agree what needs to change, then decide which role each channel should perform in delivering that strategy and changing perception.
That is the thinking behind Evolve, Hold and React.
Select a role to explore
Each channel has a purpose.
All work towards a coherent understanding.
Results, capital markets days and strategic updates are opportunities to evolve how the City understands the business.
We use them to address the assumptions that need to change, introduce what needs to be understood next and provide the evidence that supports it.
Not simply more information. A deliberate change in understanding.
The corporate website, annual report and supporting materials provide the detail, context and evidence behind the proposition.
They give the City somewhere to return to, investigate further and deepen its understanding.
These channels hold a clear, current and evidenced account of the business as it develops.
What we ask people to believe must be supported by what they can find.
Acquisitions. Disposals. Leadership changes. Unexpected developments.
When something changes, communications need to respond with clarity, pace and context.
We explain not only what has happened, but what it means for the business and how it changes the position.
The response should explain what has changed, what remains true and how the development fits into the wider strategy.
Evolve, Hold and React work together.
What we advance in one channel must be supported in another.
What changes in the business must be reflected across its communications.
A results presentation should not put forward a proposition the website cannot substantiate.
An acquisition announcement should not leave people guessing how the business has changed.
Illustrative rather than prescriptive. The exact timing and emphasis will vary by organisation.
Channels that move understanding forward and help the market see what matters next.
Channels that provide the depth, evidence and reference material behind the proposition.
Communication that explains what has changed, what it means and how it affects the wider position.
Social media runs across Evolve, Hold and React, building understanding before key communications, extending their reach afterwards and connecting each development to the wider position.
Acquisitions or disposals, leadership changes, contract wins, warnings or other consequential developments can enter at any point and should be explained clearly across the connected communication ecosystem.
Within a programme, we deliver each of these services end to end: from the strategy that defines what the market needs to understand, to the communications that change it.
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Brand strategy for the whole enterprise, so the group is recognised for one proposition by investors, customers and employees.
A business needs to be understood in the room, across its communications and through the machines people use to investigate it.
The market does not encounter a business only through meetings, presentations and published communications. Increasingly, people use search and AI tools to investigate, compare and understand companies.
Those tools work with the information a business makes available.
That means the proposition, evidence and data need to be clear and consistent wherever they are found.
Whether the business is being understood directly by a person or interpreted through a machine, the same value needs to be visible.
As the business creates value, develops and transforms, its communications keep pace.
Across the markets. Focused on value.
From large FTSE constituents to small-cap businesses, leaders need the value of their organisations to be understood.
The scale of the business may change. The complexity of the challenge may change. The need for clear market understanding does not.
We are selective about where we can make a meaningful contribution, not guided by market capitalisation alone.
Who we work with
Understanding where the real value sits means knowing which assumptions the market is relying on, what evidence already exists inside the business but is never seen, and what the leadership team actually believes.
None of that is available from the outside. It comes from being in the room early, often, and with enough standing to ask difficult questions.
Reputation may get us into the room. Our value is in what we achieve together.
The longer we work with a business, the earlier we are involved. The earlier we are involved, the more the work is worth.
Our role is not complete when the communication is delivered. What matters is whether the business is understood differently afterwards.
In both of the following, the market was not given more information. It was given a different way to read the business.
From a cable and assembly manufacturer to a business understood as a critical partner in complex power and data transmission. The move from AIM to the Main Market put that understanding in front of an entirely new investor base.
Following the Capital Markets Day, all eight covering analysts rated the event a success and judged the medium-term targets credible and achievable.
From a portfolio of separate subsidiaries to a group with one recognisable proposition.
Named Best Use of Purpose as a Business Driver at the Corporate Reporting Awards. Carried into the business as the #BeSomeone employer brand, the same purpose now reaches every operation in the UK, Ireland and South Africa, each of them Great Place to Work certified.
Executives work directly with Nick Christopher and Will Morgan-Harrold.
The people who form the judgement are the people who deliver it.
Our advisers work directly with leadership teams to find the value within complex businesses and understand what may be preventing that value from being fully recognised.
They listen, interrogate and challenge, connecting strategy, performance, market perception and stakeholder understanding to identify what the organisation needs to be known for.
They then turn that judgement into a communications system, defining the messages, evidence, sequencing and channels required to build understanding over time.
The result is not simply stronger communications. It is a clearer relationship between the value the organisation is creating and the value its stakeholders are able to recognise.
Our advisers operate between the boardroom and the market, helping leaders move from value creation to value recognition.
Director
Director
We start with what an organisation is becoming, not what the market thinks it is.
For more than a decade, Jones+Palmer has worked alongside listed companies and their leadership teams on annual reporting and corporate communications. Doing that well has always meant going beyond disclosure: understanding the business, interrogating its strategy and performance and asking the questions investors will ask.
That work has moved beyond the annual report, to working directly with CEOs, CFOs and leadership teams across the whole financial calendar. That is why we launched JP Capital Markets: to make sure the progress being made inside an organisation is understood and recognised outside it.
For our existing clients, JP Capital Markets means the relationship can go further. For new clients, it is increasingly where the relationship begins.
Close the gap between value created and value recognised.
Markets move, strategies change and evidence ages.
We work with a small number of businesses where the challenge is real, the leadership is involved, and there is something genuinely worth understanding.
The same two people, in every conversation, from the first question to the last.