ever said about a particular topic,” Kak said. “It also holds us accountable and is a source of truth. I have to emphasize the importance of making sure that you have guardrails in place when you’re entering earnings preparation material, because you don’t want anything to slip out to the external world. It’s a secure domain for us to use. “We also have the advantage of Moody’s having its


own in-house products that search nearly a million news stories a day to gather new sentiment so we can review what people are talking about, certain topics, and certain themes if we’re meeting a particular investor. We can ask, ‘Is there something we need to know about that we can factor in when we prepare our senior management?’” Kak also noted that in preparing for a non-deal


roadshow or an analyst meeting, the tool can quickly summarize the key themes or topics that a particular analyst has been focused on during the past few years. While Moody’s is not yet using AI to create presen-


tation slides, it is experimenting with this capability and may use it in the future for that purpose. Te program can also help prepare for a customer


meeting by pulling up the latest reports on that cus- tomer and the news that is impacting that customer. It also includes a prompt library, which helps


Moody’s international team—not all of whom are native English speakers—generate the best responses. Silverberg opened his discussion by noting that


investor relations is both deeply tactical and deeply strategic. He emphasized that by using AI to drive efficiencies for the tactical elements of the job, pro- fessionals can devote more time and energy to the strategic aspects that create real value. Silverberg discussed the process of starting with


a prompt and asking an AI tool (in this case “Claude,” a leading next-generation AI assistant built by An- thropic) to improve it, which can create a feedback loop to maximize the output. He even feeds photos of slides from a presentation and handwritten notes (neither containing sensitive information) into the tool and asks it to transcribe the notes, which it does in seconds. In another use case, Silverberg explained how


he asked ChatGPT to summarize the Q&A sessions for a single public company from its last five earn-


ni ri .org/ irupdate


ings calls (which could be hundreds of pages long), where ChatGPT is first able to separate prepared remarks from the Q&A portions and then generate a custom summary structured around specific themes, categories and data points he specifies. Silverberg has also used more advanced, layered


prompts—in one case asking Claude to analyze the past five earnings calls of a public company and what the messaging is, followed by asking, “What has been my evolution of messaging over time? Write my pitch as you see it today. Redo my boilerplate, the ‘About Us’ section, and think about investor implications.”


“Employ the 10-hour rule, where you use each platform for 10 hours to learn how to use it, what it’s good at, what it’s bad at...” Marc Silverberg, ICR


“Be an early adopter,” Silverberg advised. “At


ICR, we have 400 people, and every week we are approached by people who are using AI for the first time. Employ the 10-hour rule, where you use each platform for 10 hours to learn how to use it, what it’s good at, what it’s bad at, and so forth. Add it to your toolbar. Create a prompt library.” Pondel summarized the AI opportunity this way:


“AI is a perfect opportunity for investor relations professionals to take the lead on content. You should be the gatekeeper. You should be socializing this with your management team and your board. Tink of AI as simply amplifying your messages. It’s here to help your brain iterate on things. It’s not a replacement. We’re still in the second, third, or fourth inning of AI adoption. AI will continue to get better and it will make your job easier.” IR


Al Rickard, CAE is Editor-in-Chief of IR Update; arickard@associationvision.com.


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