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17 results for “business scaling”
incentivizing them, properly describing their roles so that expectations are aligned and and performance is is rightly assessed? So, we work on that throughout the entire investment period. We also focus a lot on growth and on operations optimization
14:10 / 15:17
from transcript14:10 – 15:17
...And as they cross sell, as we talked about earlier, and expand, they have more and more leverage, and they can price. And so they typically if you go back to, say, 2017 when they started disclosing this, they price ahead of cost inflation by anywhere
30:02 / 31:09
from transcript30:02 – 31:09
...business unit manager doesn't want to own that business. So they're constantly looking at these acquisitions to kind of improve their offering, and then they can use their operational excellence and develop new products and expand into new markets wi
33:44 / 34:52
from transcript33:44 – 34:52
And that means that planning is gonna be helpful. Yeah. Why did in order to triple revenue, you can't be winging it. Mhmm. You've gotta be saying, okay, we're gonna triple revenue by tripling the number of customers, or we're going to double the numb
1:18:45 / 1:19:45
from transcript1:18:45 – 1:19:45
...the business, roughly $1,200,000,000 in gross profit this year. That's at a high teens margin, and there's roughly a billion dollars in OPEX. And that includes almost $200,000,000 of annual technology spend. I think it's actually somewhat easy to con
47:53 / 49:08
from transcript47:53 – 49:08
Revenue accelerates quarter over quarter while expenses remain stable. We cross breakeven in q four twenty twenty six and stay profitable from that point forward. Our headcount strategy combines core human hires and full capability AI agents. As of q
59:15 / 1:00:15
from transcript59:15 – 1:00:15
...to do business in? I would call it the operational complexity. Then I would say, okay, for that country, what is my TAM or addressable market? So we graded every country on complexity versus TAM, and you can almost like look at a series of bubbles
14:15 / 15:23
from transcript14:15 – 15:23
...businesses we inherited. Mhmm. And they were doing that on considerably bigger scale than when we invested in those businesses. In two of those examples, they were double the the size of the businesses we inherited, and one of them were four x the si
6:50 / 7:53
from transcript6:50 – 7:53
organic growth with existing customers, new customers, sales engine selling, what we already do, and then M and A growth, right? That's always something we look at as well. Is it better to go ahead and acquire this skill set or this geography or this
14:46 / 16:03
from transcript14:46 – 16:03
...businesses. We're trying to build better businesses. Mhmm. Right? So what does better mean? Better better usually means, better quality of revenue and often means better growth than we inherited. So, you know, in the last twelve months, I'll just giv
6:01 / 7:05
from transcript6:01 – 7:05
It is a lot of money. Acknowledge that it is a lot of money for them because it is a lot of money, then work with them on an expansion plan. But if you do it much higher, then I see a lot of founders telling me like, no, no, it needs to be like inves
17:13 / 18:15
from transcript17:13 – 18:15
it's going to take you a long time. But if you actually land in a very like small deal, then you start expanding it, those approvals have disappeared completely. What are your biggest lessons on how to land and expand successfully? Because I I'm in a
17:50 / 19:03
from transcript17:50 – 19:03
I mentioned that was a feature from the very beginning. Today, that's about 80% of customers running upfront billing, and so that leads to a very efficient cash model. You've got different areas of expansion that customers can move through that allow
29:18 / 30:24
from transcript29:18 – 30:24
...It's one of the verticals that they created and focused on in the early years when they were a really broad and horizontal platform and needed to help customers understand what the value prop was, marketing ops has been an area. And so there are a nu
1:01:30 / 1:02:39
from transcript1:01:30 – 1:02:39
...the business from a $30,000,000 run rate today to a 100,000,000 in some amount of time. That answers the question of how do you tax? Because I, you know, if you can get to that scale, your last valuation is gonna appear tiny in comparison to what you
1:13:58 / 1:15:47
from transcript1:13:58 – 1:15:47
And improvements here have really been driven by operating leverage as this scales. And then it's a case of broad based productivity gains right across the supply chain, logistics, warehousing. And then more recently, we've started to see that increa
30:47 / 31:49
from transcript30:47 – 31:49
Over the next two years, we'll hire eight full ton employees, feed into $80,000 of burn every month in salaries. We'll start with growth marketing, another full stack engineer, and a sales rep to push companies to get paid prospecting. Next, we'll hi
55:30 / 56:33
from transcript55:30 – 56:33
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