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Steve Cloutier

active 2 months ago

  • remove_red_eye8 Profile views
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  • description4 Posts

Steve Cloutier is an entrepreneur, C-Suite executive and advisor with experience in corporate finance, business development, strategic  planning, investor relations, change management and governance. He has founded seven start-ups, led teams of up to 200 people and been directly involved in mergers, aquisitions and divestitures with an aggregate value of $2 billion. A former Prairies Region finalist for Ernst & Young's Entrepreneur of the Year and a member of the Young Presidents Organization, Steve has also been active in the community, working with the entrepreneurship/innovation programs at Mount Royal College (now Mount Royal University) and the University of Lethbridge; and is the former Chair of Inn from the Cold, a not-for-profit organization that operates Calgary's family homeless shelter. Steve holds a degree in Industrial Relations from McGill Uiversity and a law degree from the University of Victoria.

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@STEVE CLOUTIER

active 2 months ago

Groups (20)
  • EXPANDER ENERGY INC

    Private Group

    Expander Energy reduces the environmental impact from the production and consumption of fossil fu......

    48

  • 8020 COMMUNITY

    Public Group

    Welcome to 80-20 Connect's (8020) community of members. In this group you will receive communi......

    1938

  • 8020 CAPITAL DAILY

    Public Group

    Our picks of the top news stories that could affect your investment portfolio. Be sure to share ......

    78

  • TSX BULLETINS

    Public Group

    All Notices to Issuers from the TSX...

    50

  • COLD BORE TECHNOLOGY

    Private Group

    Cold Bore Technology ...

    63

  • COMMODITIES INSIGHT

    Public Group

    News and Views on the Commodities Markets...

    59

  • Argex Titanium Inc.

    Private Group

    Argex Titanium Inc. has developed an advanced process for the production of high grade titanium d......

    138

  • 8020 ENERGY & ENERGY SERVICES

    Public Group

    This group is dedicated to Energy and Energy Services information and discussions. Corporations o......

    52

  • 8020 CANNABIS

    Public Group

    This group is dedicated to Cannabis information and discussions. Corporations on the 8020 platfo......

    120

  • Hillcrest Petroleum Ltd.

    Private Group

    Hillcrest Petroleum Ltd. is focused on adding, creating and increasing value through the acquisit......

    61

  • SONORO ENERGY

    Private Group

    Sonoro is an international oil and gas resource exploration and development company with a focus ......

    111

  • Datametrex AI Limited

    Public Group

    Datametrex AI Limited is a technology focused company with exposure to: Artificial Intelligence a......

    327

  • Dreamfield Education Ltd

    Private Group

    Dreamfield Education Ltd. facilitates North American language and learning opportunities to posts......

    42

  • Cielo Waste Solutions Corp.

    Public Group

    We specialize in environmentally advanced technologies focused on materials recovery, renewable d......

    127

  • Enterprise Group Inc.

    Private Group

    Enterprise Group has maintained a strong vision to be the largest construction services and speci......

    47

  • Graph Blockchain Limited

    Public Group

    Graph Blockchain Limited develops bleeding-edge customized private BlockChain solutions – with a ......

    100

  • 5 Quarters Investor Relations, Inc.

    Public Group

    5Q is a Calgary-based advisory firm offering North American clients solutions related to communic......

    16

  • ACCESSWIRE

    Public Group

    ACCESSWIRE, through the use of proprietary systems, operates a full-service newswire service, del......

    12

  • FrontFundr

    Public Group

    We are the new capital market connecting investors and entrepreneurs and setting the highest qual......

    33

  • 8020 Cryptocurrency

    Public Group

    This group is dedicated to Cryptocurrency information and discussions. Corporations on the 8020 p......

    31

Groups 20
  • image

    EXPANDER ENERGY INC

    Private Group

    Expander Energy reduces the environmental impact from the production and consumption of fossil fu......

    48

  • image

    8020 COMMUNITY

    Public Group

    Welcome to 80-20 Connect's (8020) community of members. In this group you will receive communi......

    1938

Thumb sgc photo 5q

Steve Cloutier

active 2 months ago

  • remove_red_eye8 Profile views
  • tag_faces0
  • supervisor_account6 Connections
  • description4 Posts

Steve Cloutier is an entrepreneur, C-Suite executive and advisor with experience in corporate finance, business development, strategic  planning, investor relations, change management and governance. He has founded seven start-ups, led teams of up to 200 people and been directly involved in mergers, aquisitions and divestitures with an aggregate value of $2 billion. A former Prairies Region finalist for Ernst & Young's Entrepreneur of the Year and a member of the Young Presidents Organization, Steve has also been active in the community, working with the entrepreneurship/innovation programs at Mount Royal College (now Mount Royal University) and the University of Lethbridge; and is the former Chair of Inn from the Cold, a not-for-profit organization that operates Calgary's family homeless shelter. Steve holds a degree in Industrial Relations from McGill Uiversity and a law degree from the University of Victoria.

Thumb sgc photo 5q

@STEVE CLOUTIER

active 2 months ago

Groups (20)
  • EXPANDER ENERGY INC

    Private Group

    Expander Energy reduces the environmental impact from the production and consumption of fossil fu......

    48

  • 8020 COMMUNITY

    Public Group

    Welcome to 80-20 Connect's (8020) community of members. In this group you will receive communi......

    1938

  • 8020 CAPITAL DAILY

    Public Group

    Our picks of the top news stories that could affect your investment portfolio. Be sure to share ......

    78

  • TSX BULLETINS

    Public Group

    All Notices to Issuers from the TSX...

    50

  • COLD BORE TECHNOLOGY

    Private Group

    Cold Bore Technology ...

    63

  • COMMODITIES INSIGHT

    Public Group

    News and Views on the Commodities Markets...

    59

  • Argex Titanium Inc.

    Private Group

    Argex Titanium Inc. has developed an advanced process for the production of high grade titanium d......

    138

  • 8020 ENERGY & ENERGY SERVICES

    Public Group

    This group is dedicated to Energy and Energy Services information and discussions. Corporations o......

    52

  • 8020 CANNABIS

    Public Group

    This group is dedicated to Cannabis information and discussions. Corporations on the 8020 platfo......

    120

  • Hillcrest Petroleum Ltd.

    Private Group

    Hillcrest Petroleum Ltd. is focused on adding, creating and increasing value through the acquisit......

    61

  • SONORO ENERGY

    Private Group

    Sonoro is an international oil and gas resource exploration and development company with a focus ......

    111

  • Datametrex AI Limited

    Public Group

    Datametrex AI Limited is a technology focused company with exposure to: Artificial Intelligence a......

    327

  • Dreamfield Education Ltd

    Private Group

    Dreamfield Education Ltd. facilitates North American language and learning opportunities to posts......

    42

  • Cielo Waste Solutions Corp.

    Public Group

    We specialize in environmentally advanced technologies focused on materials recovery, renewable d......

    127

  • Enterprise Group Inc.

    Private Group

    Enterprise Group has maintained a strong vision to be the largest construction services and speci......

    47

  • Graph Blockchain Limited

    Public Group

    Graph Blockchain Limited develops bleeding-edge customized private BlockChain solutions – with a ......

    100

  • 5 Quarters Investor Relations, Inc.

    Public Group

    5Q is a Calgary-based advisory firm offering North American clients solutions related to communic......

    16

  • ACCESSWIRE

    Public Group

    ACCESSWIRE, through the use of proprietary systems, operates a full-service newswire service, del......

    12

  • FrontFundr

    Public Group

    We are the new capital market connecting investors and entrepreneurs and setting the highest qual......

    33

  • 8020 Cryptocurrency

    Public Group

    This group is dedicated to Cryptocurrency information and discussions. Corporations on the 8020 p......

    31

Groups 20
  • image

    EXPANDER ENERGY INC

    Private Group

    Expander Energy reduces the environmental impact from the production and consumption of fossil fu......

    48

  • image

    8020 COMMUNITY

    Public Group

    Welcome to 80-20 Connect's (8020) community of members. In this group you will receive communi......

    1938

Recent Group Activity

Steve Cloutier posted a News Item Best Practices: Is Your Investor Relations Collateral Telling the Right Story? in 8020 COMMUNITY

Best Practices: Is Your Investor Relations Collateral Telling the Right Story?

Introduction

At some juncture, your company developed a website and a corporate presentation, allocating human and financial resources to ensure that those two key pieces of investor relations material were telling the right story. Since then, subsequent iterations have more or less been variations on the same theme.

When is it time to embark on a wholesale review of your front-line collateral to ensure that it reflects the company’s best possible story? We’re not talking about regular updates (which should be often); but material changes to reflect what the narrative is and how it’s being told.

All C-Suite executives have had multiple iterations of their résumés: the one that got them the summer job as a lifeguard in high school is different from the one that got them the summer job as an intern for an up-and-coming tech company; and the one that got them the full-time job as a software engineer after graduation was different yet again. Twenty-five years on, and now at the pinnacle of the executive’s career, the résumé currently focuses on qualities like leadership, strategic planning and governance. Along the way, a number of independent eyes – trusted friends or colleagues – have likely provided advice on form and content.

Front-line corporate collateral is no different than a résumé: as marketing documents, they need to evolve to take into account important changes to a story in order to be effective.  

Here are some questions to ask to determine whether it’s time to consider a wholesale re-vamp.

Has the Corporation Grown Materially?

While growth is frequently mentioned in front-line collateral as a measure of success (a questionable thesis), its practical impact on how the company tells its story is often over-looked. The most common mistake we see in the collateral of small and medium-sized businesses is a reflected in an inability to focus on core services/assets/projects, while dismissing the rest as immaterial (to the investor relations story). Rather than cull non-core material from the narrative, the tendency is to keep it in and then simply add new content to reflect the growth piece. While legacy assets or clients that are smaller in scale will contribute to the bottom line, their materiality needs to be assessed carefully to determine worthiness of mention on the website or corporate presentation. Giving equal line space to a project that contributes 5% to revenue as one which contributes 20% risks the inference that the company is unfocused.

Has the Business Plan Changed Materially?

New products and services, geographic diversification and responses to financial or operating challenges are often catalysts to promote material changes to the company’s business plan. Rather than try and fit a new narrative into the old story, consideration should be given to re-writing the script.

Has the Target Audience Changed?

There are many factors that impact the make-up of a public company’s investor base (both current and prospective). These include items that are related both specifically to the company (revenue sources, market capitalization); as well as more general market factors (is the sector more/less out of favour). What might have been a retail-focused, Canadian story might now be one that attracts institutions outside the country. Understanding the primary constituency – and tailoring form and content accordingly – is critical to telling the best possible story.

Is the “User Experience” Optimized?

User experience is important and begins with the efficiency of what can be accessed on-line; and then moves to the quality of the content. To this extent, is the company’s website – and the corporate presentation loaded on the website – optimized? Investors have become accustomed to fast and mobile-compatible access to data that depicts accurate and graphically intensive information. A deficiency in any of these can led to a poor user experience. Broken links, unintuitive navigation, slow-loading pages and a bland slide show do not project a professional image.

Conclusion

Conducting the occasional audit of front line collateral is an important exercise. This should not be done in the context of regular updates coinciding with continuous disclosure events (such as issuing news releases or publishing interim/annual results); nor should it be undertaken by the individuals who are primarily responsible for their production and maintenance.  While it’s impossible to adopt a hard-and-fast rule about when that audit should occur, asking – and answering - the four questions posed above should provide the appropriate guidance.

!

Steve Cloutier posted a News Item Best Practices: Is Your Investor Relations Collateral Telling the Right Story? in 5 Quarters Investor Relations, Inc.

Best Practices: Is Your Investor Relations Collateral Telling the Right Story?

Introduction

At some juncture, your company developed a website and a corporate presentation, allocating human and financial resources to ensure that those two key pieces of investor relations material were telling the right story. Since then, subsequent iterations have more or less been variations on the same theme.

When is it time to embark on a wholesale review of your front-line collateral to ensure that it reflects the company’s best possible story? We’re not talking about regular updates (which should be often); but material changes to reflect what the narrative is and how it’s being told.

All C-Suite executives have had multiple iterations of their résumés: the one that got them the summer job as a lifeguard in high school is different from the one that got them the summer job as an intern for an up-and-coming tech company; and the one that got them the full-time job as a software engineer after graduation was different yet again. Twenty-five years on, and now at the pinnacle of the executive’s career, the résumé currently focuses on qualities like leadership, strategic planning and governance. Along the way, a number of independent eyes – trusted friends or colleagues – have likely provided advice on form and content.

Front-line corporate collateral is no different than a résumé: as marketing documents, they need to evolve to take into account important changes to a story in order to be effective.  

Here are some questions to ask to determine whether it’s time to consider a wholesale re-vamp.

Has the Corporation Grown Materially?

While growth is frequently mentioned in front-line collateral as a measure of success (a questionable thesis), its practical impact on how the company tells its story is often over-looked. The most common mistake we see in the collateral of small and medium-sized businesses is a reflected in an inability to focus on core services/assets/projects, while dismissing the rest as immaterial (to the investor relations story). Rather than cull non-core material from the narrative, the tendency is to keep it in and then simply add new content to reflect the growth piece. While legacy assets or clients that are smaller in scale will contribute to the bottom line, their materiality needs to be assessed carefully to determine worthiness of mention on the website or corporate presentation. Giving equal line space to a project that contributes 5% to revenue as one which contributes 20% risks the inference that the company is unfocused.

Has the Business Plan Changed Materially?

New products and services, geographic diversification and responses to financial or operating challenges are often catalysts to promote material changes to the company’s business plan. Rather than try and fit a new narrative into the old story, consideration should be given to re-writing the script.

Has the Target Audience Changed?

There are many factors that impact the make-up of a public company’s investor base (both current and prospective). These include items that are related both specifically to the company (revenue sources, market capitalization); as well as more general market factors (is the sector more/less out of favour). What might have been a retail-focused, Canadian story might now be one that attracts institutions outside the country. Understanding the primary constituency – and tailoring form and content accordingly – is critical to telling the best possible story.

Is the “User Experience” Optimized?

User experience is important and begins with the efficiency of what can be accessed on-line; and then moves to the quality of the content. To this extent, is the company’s website – and the corporate presentation loaded on the website – optimized? Investors have become accustomed to fast and mobile-compatible access to data that depicts accurate and graphically intensive information. A deficiency in any of these can led to a poor user experience. Broken links, unintuitive navigation, slow-loading pages and a bland slide show do not project a professional image.

Conclusion

Conducting the occasional audit of front line collateral is an important exercise. This should not be done in the context of regular updates coinciding with continuous disclosure events (such as issuing news releases or publishing interim/annual results); nor should it be undertaken by the individuals who are primarily responsible for their production and maintenance.  While it’s impossible to adopt a hard-and-fast rule about when that audit should occur, asking – and answering - the four questions posed above should provide the appropriate guidance.

!

Part 2: “I’d like to speak with the Board Chair, please…” Last week I introduced the scenario where the CEO gets a phone call from someone asking to be put in contact with the Board Chair. Never a pleasant feeling for an executive, it can evoke memories of being asked by a school teacher to have your parents come in for a visit. In this case, the timing appears to be calculated: the caller knew that the company’s information circular for the June AGM was being prepared; and items such as executive compensation and the proposed slate of directors are top-of-mind. All of this wrapped up in a corporate valuation that has weakened over the last couple of years. What should the CEO do? Although it would be nice to believe that some groundwork had already been laid earlier in the year to discover hot-button topics and proactively develop a narrative to address them, the reality is that such strategies are usually reactive and rarely proactive. So the CEO is now faced with having to deal with this from a cold start. Beginning with the proposition that shareholders are the ones who elect the board, it’s not necessarily the CEO’s job to run interference for the Chair. In fact, in all cases where governance-related issues are involved, a CEO should welcome a direct dialog between the two constituencies, while being left to focus on the business and operations, That being said, the CEO should try and provide the Chair with as much information as possible so that he or she is prepared. My recommendation is to ask the caller for (a) their name, email and phone number, which will be forwarded to the Chair (whose own co-ordinates should be safeguarded until approved for release); and (b) a brief summary of the issue, so that the Chair has the opportunity to consider it and become more informed ahead of the direct interaction with the caller. If the latter cannot be obtained, then there’s nothing the CEO can do. Once a name is secured, management can at least do some sleuthing to see what intelligence can be developed on the caller, including determining whether they are on the NOBO list, how many shares they own and what their background is. Not giving priority to something like this has the potential to create further issues beyond those already faced by the company. Although you can’t shut the barn doors after these horses have bolted, a more forward-thinking practice to consider would be to allocate some Board resources to interacting with the company’s owners on an ongoing basis, other than just the one hour at an AGM.

!