How Strategic Communications Influence Valuation Leading Up to an Exit

When people think about driving value ahead of an exit, conversations typically focus on financial engineering topics like revenue growth or margin expansion. Those are, of course, critical. But in my experience working with private equity firms, exit value is shaped by perception as well as by performance, and that’s where strategic communications becomes vital. The role of messaging and communications is often overlooked as a value-creation lever despite numerous case studies demonstrating that companies embracing disciplined, consistent and credible narratives often enter exit processes with a structural advantage.

Consider the recent sale of Worldpay. Ahead of the transaction, the company consistently reinforced a clear, disciplined narrative around its growth strategy and market position. In 2025, GTCR secured a deal to sell a controlling interest to Global Payments at an estimated $24 billion, doubling equity value in under two years. The transaction demonstrates how a well-articulated strategic vision can spark buyer enthusiasm and materially increase valuation. Similarly, Energy Partners’ $26.6 billion sale of Calpine to Constellation Energy shows how effective positioning of energy infrastructure assets can attract strategic buyers even in a cautious market.

In both cases, a strategic communications plan encompassing what the company said, how they presented their market position, and how consistently they told their story played a material role.

Communications as a Core Value-Creation Lever

Strategic communications should be center stage to help create value for private equity owners approaching an exit, not addressed as an afterthought. It should sit alongside growth and operational excellence in every company’s playbook. Strategic communications can directly influence buyer perception of risk, growth confidence and relevance in the market. When done effectively, it can also shift the narrative from a focus on a company that performs to one positioned to win and sustain that success.

This isn’t the time for flashy messaging or marketing gimmicks. It’s about enterprise positioning. Marketers and brands should aim to tell a story that: 

• Reinforces strengths
• Articulates market opportunity 
• Signals credibility to potential acquirers. 

By treating these communications as strategic tools, they can compound value leading up to an exit.

How Messaging Discipline Reduces Perceived Risk

Perceived risk is a large determinant of price in an exit. Buyers may be willing to pay a premium if they feel confident in what they’re buying and in the ability of management to execute. Clear, disciplined messaging can directly reduce that risk.

What are the most critical components of a truly strategic communications plan? It boils down to three critical components:

1. A well-articulated core value proposition
2. A clearly defined target customer 
3. A compelling differentiation in the market

This messaging must be consistent across all assets, including websites, investor materials, executive presentations, and media presence. When every touchpoint reinforces the same story, buyers are more likely to quickly understand the business and diligence questions may be minimized.

Companies that can communicate their market position succinctly and with credibility may eliminate the need for defensive explanations. Instead, their resources are available to develop constructive conversations about strategic growth. That difference can translate directly into higher valuations.

Reputation Management Builds Third-Party Validation

In the investment community, reputation is paramount. Ongoing thought leadership and media visibility can create third-party validation long before an exit process begins. Executive visibility signals maturity, stability and leadership to potential buyers. Articles, interviews, speaking engagements and industry commentary become proof points to reinforce positioning outside of management presentations.

As a result of these coordinated communications efforts, buyers encounter an ecosystem of reinforced signals that increase confidence in the company’s market standing. When your reputation precedes you, the conversation shifts from “prove it” to “we see it, now let’s talk terms.”

What PE Firms and Portfolio Leaders Should Do Now

For private equity firms and portfolio company leaders, the most successful exits are rarely the result of last-minute preparation. Strategic communications is a marathon. We’ve found that 18-36 months of narrative groundwork can dramatically influence exit outcomes. Waiting until sell-side prep is a costly mistake many private equity owners make that ultimately limits the potential impact. Much like investments, communications maturity compounds over time.

To build this advantage into your value creation arsenal, I recommend a few key actions:

1. Conduct a positioning and messaging audit to identify inconsistencies and opportunities that clarify the story — this includes an AEO audit of how your portfolio company is showing up in LLM search
2. Establish a message architecture tied to growth strategy so every narrative point reinforces long-term value creation
3. Invest in executive visibility and thought leadership to create third-party validation channels that signal credibility
4. Align marketing, PR, IR and internal communications around a single narrative to reinforce the story everywhere

These steps can materially affect how buyers perceive risk, opportunity and strategic relevance, all of which can impact valuation.

Perception Shapes Price

In competitive exit environments, strategic communications can be the difference between a good outcome and a premium one. Buyers underwrite more than financial models, they underwrite brands and market perception. Leaders who treat their corporate story as a strategic asset can position their assets for more advantageous exits.

Companies combining operational excellence with disciplined, credible communications signal potential, confidence and leadership that go beyond performance. And that, ultimately, is what drives value.