Enquire, the Investor Relations podcast

Episode 39: Geoff Callow -How a Royalty-Based Mining Investment Company Approaches IR

Clara Melia

As a business model unique to the UK, we dive into what it’s like managing investor relations for a royalty-based company that invests in the mining industry in this episode. Geoff Callow, Head of Investor Relations at Ecora Resources, joins the podcast to share his insights into his role.  

IR Strategies in a Royalty-Based Business Model 

Geoff gives us the background on his 20-year career, from accountancy to financial PR and eventually to IR. He highlights the top learnings from his previous roles and discusses the importance of having both financial skills and strong communication abilities.  

The conversation then explores Ecora Resources' distinctive business model as a royalty-based investor in mining projects. Geoff explains how this structure impacts IR strategies, including the challenges and benefits of managing investor communications for a globally dispersed business. We hear how he communicates with the board and analysts and why and how he leverages external advisors and brokers to explore a broader market perspective.  

In This Episode 

  • Geoff’s experience transitioning from financial PR to IR 
  • What it’s like to have an in-house IR role 
  • How IR has evolved since he first began his career  
  • How Ecora’s unusual business model presents challenges and opportunities for IR 
  • How the IR team leverages advisors and brokers for an outside perspective 
  • Geoff explains how Ecora has invested in communicating through content  
  • The challenge of working with KPIs when things are beyond your control 
  • The benefits of working in a small team and interacting with the board  
  • Geoff’s strategy for getting direct feedback from investors  
  • Geoff explains Ecora Resources’ approach to annual reporting  
  • How Geoff’s team is starting to experiment with AI 
  • Advice for starting your career in IR  

Quotes:  

“It's all data. The analysis and the data lead us in directions to try and capitalise on who the right buyers are.”  

“Being a small company, which doesn't have operational control, the two things the chief exec says we can do well are, we can invest our money smartly. And then we can tell a good IR story.” 

“It's [IR] not just talking to investors but it's actually, I think if it's done well, understanding the opinion in the market, bringing that back in and when you bring that information back into the business and help the business then to make better decisions and more informed decisions, I think that's where it really becomes valuable and people are starting to see the value in that.” 

Resources: