Episodes

Sean Phalon on building a business from the inside out — anchoring real estate operations around values, time, and faith instead of external validation, with lessons from $85M+ in pipeline, 200+ units, and selling a mortgage company to a bank.

Joshua Wilson and Chris Williams on the future of investor relations — why IR is a strategy, not a department, and how podcasts, SPAC, DESPAC, and middle-market deals connect into one ecosystem.

Louis Camhi, Founder of RLH Capital, on a disciplined framework for evaluating SPAC investments — redemption mechanics, PIPE backing, extension votes, and risk-first capital deployment.

Joshua Wilson decodes FAVOR — Fundraise, Acquire, Value, Operate, Return — a biblical framework drawn from Nehemiah and mapped to the modern private equity, VC, and hedge fund lifecycle.

Michael Loftus of POC Capital on why biotech investor relations must start well before FDA approval — managing revenue expectations and building long-term capital credibility.

Michael Loftus of POC Capital on what effective investor relations looks like in life sciences — specialized targeting, transparent communication, and avoiding the spray-and-pray trap.

Dr. Thomas J. Powell of The Founder's Office on building lifelong investor relationships with family offices — follow-on capital, transparency, and 30 years of compounding trust.

Brian Adams on what licenses a family office CIO actually needs — why the family office exemption changes the math and why CPA, JD, or LLM credentials often matter more than securities licenses.

Dr. Thomas J. Powell of The Founder's Office on knowing when to walk away — why turning down an offer means you just bought your asset at that price, and how to think about exit timing.

Dr. Thomas J. Powell on long-term success with family offices — multi-exit planning, lock-up structuring, and why the first deal is never the only deal.

Dr. Thomas J. Powell of The Founder's Office on $3.2B structured across 30+ years — why investor relations is a strategic leadership discipline, not just a transaction function.

Allan Shaw, the biotech turnaround guy, on focus and specialization — why doing less and doubling down on core strengths can transform a struggling life sciences company.

How aspiring IR professionals should break into the field — why mentorship from experienced IR pros and intentional relationship-building outperform credentials alone.

Brian Adams on the family office CIO career path — why cross-asset generalists with peer-to-peer deal flow and relationship credibility outpace pure institutional pedigree.

Why quarterly earnings calls matter — how public companies use them to maintain transparency, address market dynamics, and communicate strategy in shifting conditions.

Nick Gershenhorn on why IR teams must track early-stage companies through their full cycle to IPO or M&A — using S-1 filings and milestone signals to benchmark competitors.

The 4-point investor match test for capital raising — geography, check size, investment stage, and industry vertical — used to pre-qualify investors before founders pitch.

Allan Shaw and Josh Wilson on what biopharma companies preparing for an IPO need from board members: financial expertise, clinical experience, and commercial acumen.

Brian McKelvey on why RIAs, private wealth managers, and family offices are becoming go-to sources of flexible capital for fund managers.

Brian Adams on how the family office CIO role is shifting from traditional active management toward direct deals, co-syndication, and in-house investment teams.

Former 7-Eleven and Blockbuster CEO Jim Keyes on what sets great Fortune 500 CEOs apart: continuous learning and the belief that change equals opportunity.

Rip Reeves on putting yourself in the institutional investor's shoes: research their mandate and portfolio, and show up to meetings ready to listen.

What a 13F filing is, what it reveals about institutional holdings, and why it matters to IR teams at both small and large public companies.

What makes an investment attractive to institutions, and why it must fit the specific objectives of family offices, pensions, endowments, and insurers.