This is the story of a regional investment bank that moved beyond tombstones. Instead of only announcing deals after they closed, it started sharing what it saw in its markets every month. Within two years, it went from being one of many regional banks to being the name clients, investors and journalists turned to for a view on its sectors.
If your firm is tired of chasing leads and wants to be known as a market leader, this story shows how a clear focus and regular insight can change the way the market sees you.
The Challenge: Known for Deals, Not for Ideas
The bank had a strong record. It had advised on dozens of acquisitions, fundraisings and listings across the region. Its website and LinkedIn page were full of deal announcements, each one showing a logo, a deal size and a short line of thanks.
The problem was that every competitor did the same. Side by side, the banks looked almost identical. A business owner or investor scrolling through their pages could not tell which bank truly understood their industry.
This showed up in the numbers. Most new work still came from a handful of senior bankers and their personal contacts. The bank was often invited to pitch late, after a competitor had already shaped the client's thinking. In many pitches, it was competing mainly on fees.
The leadership team summed it up in one sentence: "The market knows what we have done, but not what we think." The bank's real value was its knowledge of how its sectors worked, who was buying, and where prices were heading. None of that was visible outside the firm.
The Shift: Choosing Sectors and Sharing a Point of View
The first step was a hard choice. The bank decided it could not be an expert in everything. It picked three sectors where it had the most deals and the strongest relationships: energy, real estate and consumer businesses.
Next, it built a simple, regular insight program for each sector. Every month, it published a short sector note covering recent deals, notable moves by buyers and investors, and what the bank expected to happen next. Every quarter, it released a longer outlook with valuation trends and the key questions business owners should be asking.
The bank also created a regional deal tracker for each sector. This was a simple, regularly updated summary of who was buying whom and at what kind of price. Business owners and investors found it useful because this information was hard to gather in one place.
The content had one clear rule: give a real opinion. Each note ended with the bank's view, such as which parts of a sector looked attractive and which looked overpriced. This was the big change. The bank was no longer just reporting the market. It was helping people make sense of it.
To keep the effort manageable, each sector had one senior banker as its lead voice. That banker shared views in short interviews, and a writing team turned those into finished content. Senior time stayed focused on clients, while the insight still came straight from the people doing the deals.
“Your deal tombstones tell the market what you’ve done. Your market insights show what you know. Turn that expertise into authority.”
Getting the Insight Seen
Good insight only builds a reputation if the right people see it. The bank put the same care into sharing its content as it did into writing it.
The website was rebuilt around the three sectors instead of a list of services. Each sector had its own page with the latest notes, the deal tracker and the outlook reports. Pages were written to answer questions people actually search for, such as "real estate deals in the region this year" or "how investors value consumer brands". Over time, these pages began to show up in search results and draw steady traffic.
On LinkedIn, the deal announcements did not disappear, but they were no longer the main story. Each tombstone now came with a short note on what the deal said about the wider market. The sector leads also posted their own views every week, which built personal followings around them.
A monthly email newsletter brought the sector notes straight to clients, investors and prospects. It was short, easy to scan, and always included one clear takeaway. Open rates were far higher than the bank's earlier marketing emails, because readers saw it as useful rather than promotional.
Finally, the bank shared its findings with business journalists. Because the content was clear and backed by real deal data, reporters started using it in their stories and calling the sector leads for comment.
The Results: From Deal Announcer to Sector Expert
Within the first year, the change in how the market saw the bank was clear. Within two years, it was showing up in the bank's pipeline.
The biggest shift was timing. The bank was now being called earlier, often months before a company was ready to sell or raise money. Owners who had followed its sector notes wanted an early conversation. Being first in the room meant the bank could help shape the deal, instead of competing on price at the last minute.
Inbound enquiries grew steadily, and they were better matched to the bank's strengths. Most came from the three focus sectors, so the bank was spending its time on opportunities it was well placed to win. Fee pressure eased, because clients saw the bank as a specialist rather than one option among many.
The bank's standing also grew beyond its client base. Its sector leads became regular voices in regional business media. Investors began sharing the deal tracker with their own teams. Industry groups invited the bank to present its outlooks at their events.
Inside the firm, the program had another benefit. Junior bankers learned their sectors faster by helping to prepare the notes. The bank's knowledge no longer sat only with a few senior people. It became part of the firm's brand.
Lessons for Other Financial Firms
This approach is not limited to investment banks. Private equity firms, accounting and audit firms, consulting firms and financial advisers all face the same problem: they look alike from the outside. A few lessons apply to all of them.
Your track record is proof, not a message. Past deals and client logos show you are credible. They do not show how you think. Pair every success with an insight about what it means for the market.
Pick your ground. Being known as the expert in two or three areas is worth far more than being known as a generalist. Choose the sectors or services where you want to lead, and stay focused.
Have an opinion. Plain summaries of news are easy to find. A clear, well-reasoned view is rare, and it is what makes people remember you. Make it regular. A steady rhythm of monthly or quarterly content builds a habit with your audience. Over time, they start to expect your view and look out for it.
Protect your senior team's time. The insight should come from your experts, but the writing, design and publishing can be handled by a dedicated team or partner.
Frequently Asked Questions
What is a deal tombstone?
A deal tombstone is a short announcement of a completed transaction. It usually shows the companies involved, the type of deal and the advisers. Banks use tombstones to show their track record, but on their own they say little about the bank's expertise.
Why should an investment bank publish sector insight?
Sector insight shows clients and investors that your bank understands their industry, not just the deal process. It helps you get invited earlier, win more relevant work and compete on expertise rather than fees.
How often should a financial firm publish market insight?
A monthly short update and a quarterly longer report work well for most firms. The key is consistency. A regular rhythm builds trust and keeps your firm top of mind.
How many sectors should a bank focus on?
Most regional and boutique firms do best with two to four sectors. This keeps the content deep and credible while staying manageable for the team.
Will sharing our market views give away too much to competitors?
No. Sharing broad trends and opinions builds your reputation without revealing client details or deal terms. Clients hire you for your judgement on their specific situation, which stays private.
How does sector content help with search rankings?
Sector pages and regular insights give search engines fresh, detailed content that matches what people are looking for. Over time, this helps your firm appear when owners and investors search for advice in your sectors.
How FOLD Research Can Help You
If your firm is known for its deals but not yet for its ideas, FOLD Research can help you close that gap. We work only with financial and professional services firms, including investment banks, private equity firms, hedge funds, accounting and audit firms, tax advisers, consulting firms and financial institutions. We know your market, your clients and the care your content needs.
We help you choose the sectors where you want to lead and build a regular insight program around them. Our team works with your senior people to capture their views, then turns them into sector notes, deal trackers, outlook reports and articles that are clear and easy to read.
We also make sure your insight reaches the right audience. We create search-friendly sector pages for your website, manage your LinkedIn and social media, write your newsletters, and turn every deal announcement into a story about the market. Your experts stay focused on clients while your reputation keeps growing.
Stop relying on tombstones and referrals alone.
Let your market insight bring the right clients to you. Contact FOLD Research at info@foldresearch.com or call +971 50 295 5420 to start the conversation.