With IPO activity showing signs of picking up across Europe, companies preparing to go public should consider the timing of, and their investments in, their IR resources and processes. At stake is not just a successful day of ringing the bell, but also a smoother and more successful period beyond the IPO.

European IPO activity is regaining momentum. The U.K. recorded its strongest IPO year since 2021, while Sweden saw 21 listings, including several of Europe’s largest transactions. Although market volatility continues to influence timing and valuations, the pipeline of companies preparing to list is clearly rebuilding.

We naturally welcome this trend. However, in discussions with pre-IPO companies, we often find that IR efforts are initiated too late. Attracting investors and ensuring internal processes and systems operate efficiently typically takes one to three years. The value, for both the business and the company valuation, of investing in IR well ahead of the listing is frequently underestimated.

Attracting Investors
Attracting the right capital is one of the most resource-intensive phases of the IPO journey. While the goal is a successful debut, the process balances maintaining shareholder loyalty with courting new institutional and retail investors for long-term relationships.

Investor Relations professionals, with assistance from their banks and suppliers, use a variety of methods to do so: crafting a resonant equity story, refreshing their IR website, and doing roadshows and investor meetings to mention a few.

Implementing these initiatives takes time, and perfecting them takes even longer. The sheer volume of work can be overwhelming, but the most successful companies don't just "busy" themselves, they strategically prioritise which investors to attract and how.

More importantly than just completing all the tasks well, it takes time to convince investors by building trust, relationships and an investor brand.

Getting Internal Processes Smooth and Effective
Transitioning from a private to a public environment often requires an organisation to change its ways of working and implement new systems. A few common priorities include:

Regulatory Readiness: Ensuring the entire organisation is prepared for the rigorous obligations of being a listed entity, including MAR compliance and PDMR notifications.

Investor Targeting & Intelligence: Logging and analysing investor meetings and conducting data-driven investor targeting to ensure time is spent where it matters most.

Communication Infrastructure: Establishing clear processes for financial reporting, news distribution, and the IR website to convey the equity story consistently and meet regulatory requirements.

Setting up these systems is not usually the most difficult part; rather, the challenge lies in embedding knowledge and processes internally to ensure the company operates in a compliant, smooth, and effective manner.

The value of having systems and processes in place begins as soon as they are implemented, while it also makes a difference for IPO day and throughout the period that follows. Entering public life in a structured, credible, and efficient way allows the company to focus on strategic business and Investor Relations activities rather than being reactive.

To summarise, companies planning to go public in the next three years should recognise the value of building the right resources, systems, and processes sooner rather than later. Doing so paves the way, both internally and externally, for a more successful IPO and the days that follow.

Written
February 10, 2026

Casper Dyrssen
CEO