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17 results for “business acquisition”
...business anymore. Now you hear private equity. Well, why did they change the name? Because nobody would do it if you called it leveraged by us because the results had been so bad. The other thing is, now you couldn't get 95% financing. You could only
13:29 / 14:31
from transcript13:29 – 14:31
...businesses, but not businesses that the guy on the street is necessarily gonna have heard of. Sometimes the businesses that did have that profile, like RJR, would be the poster child for this. Those wind up not being great successes. So occasionally,
25:22 / 26:33
from transcript25:22 – 26:33
There's two really real reasons that they can pay bigger valuation multiples for the companies on the sale from our managers. One is the companies are just better, higher quality. So that gives them the ability to do it. The other is they have the ab
45:00 / 46:05
from transcript45:00 – 46:05
...LBO business, which really came on big in eighty four point five. The LBO business leveraged buyouts could be done if you had 50,000,000 of capital, you could buy a billion dollar company. You could borrow 95% of the money. That meant that lesser com
12:45 / 13:46
from transcript12:45 – 13:46
...businesses and lever them up, and that'll be a great way to do a buyout, people would have laughed at you. That was not the buyout industry, and now it's the single biggest sector in all of buyouts. And some investors, of course, have figured this ou
15:37 / 17:07
from transcript15:37 – 17:07
...based business, for example, you have more density than a certain geography creates value. So I wanna have multiple ways to win. I think the last thing I'd say is, unlike larger organizations that buy bigger businesses and competitive auction process
13:27 / 14:45
from transcript13:27 – 14:45
...Acquisitions don't happen overnight. Companies that get acquired success get acquired successfully aren't scrambling to clean up their financials when the offers arrive. Next up is this concept, of lines, not dots. One of the biggest myths in m and a
9:44 / 10:51
from transcript9:44 – 10:51
...three business units, and everyone had an m and a list. Okay? And they were, like, big ones, the billion dollar plus deals, and tuck ins.
5:13 / 6:17
from transcript5:13 – 6:17
...business to some financial or strategic buyer. What are the features that they look for in a product, and how do you think about that final part of the chain here? So picking the actual buyer over 14 out of 14 sales, I never picked the right buyer. B
51:20 / 52:49
from transcript51:20 – 52:49
$600,000,000,000 worth of transactions in the buyout world got done. To put that into context, that's the fifth biggest year ever in the history of buyouts. So a big uptick in deal making and not just on the amount side, but the number of deals was u
1:31 / 2:39
from transcript1:31 – 2:39
...but businesses probably should not trade at a high evaluation. Doing that in a world where interest rates were zero and there was a lot of money being pumped into the economy by the government in the COVID era, they just paid to a higher price at the
48:00 / 49:10
from transcript48:00 – 49:10
...business for me, and this is a key point for me in every acquisition I've ever done, what's their turn on capital? Because at the end of everything, that's what creates shareholder value. What creates shareholder value is you have a finite amount of
19:21 / 20:32
from transcript19:21 – 20:32
...business, which really came on big in eighty four five. The LBO business leveraged buyouts could be done if you had 50,000,000 of capital, you could buy a billion dollar company. You could borrow 95 percent of the money. That meant that lesser compan
12:01 / 13:04
from transcript12:01 – 13:04
...actually had to reinvent itself. And you don't hear the term LBO business anymore. Now you hear private equity. Well, why did they change the name? Because nobody would do it if you called it leveraged by us because the results had been so bad. The o
12:43 / 13:49
from transcript12:43 – 13:49
...good business, but the acquirer had come out publicly the prior year and said that the particular segment of waste cleanup in the nuclear markets was something that they expected to grow to x 100 millions of dollars from a base of, like, single digit
42:00 / 43:01
from transcript42:00 – 43:01
...to business service companies where EBITDA almost exactly equals free cash flow. And so capital allocation decisions are very episodic. They usually center around a tuck under acquisition. Sometimes they're expenses that are really investments like l
55:29 / 56:35
from transcript55:29 – 56:35
...there. So we're gonna do a lot of m and a. We're also gonna do greenfields. So when you Google the you come across a lot of stuff about the m and a. Like, all these stories about all these 500 deals and this deal and that deal and this is 11,000,000,
29:53 / 31:00
from transcript29:53 – 31:00
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