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18 results for “scaling challenges”
cold chain beverage than it is in a high margin d to c friendly powder business. Right? Because you Right. You have fewer options for distribution, and it's super expensive to do that distribution. You're shipping heavy things cold. Right? There's lo
43:28 / 44:30
from transcript43:28 – 44:30
All the cash flow can't go into customer acquisition and customer success or wherever it's been going that's caused a lot of these businesses that have grown real fast to not grow margins or even have margins shrink over time. So getting back to and
49:17 / 50:48
from transcript49:17 – 50:48
Oftentimes, there's a big learning curve where it's not just an apples to apples thing. It sounds like there's a little bit more natural growth or extension abroad here with what they're making. Is that fair to say? Yeah. I think it's completely natu
26:15 / 27:24
from transcript26:15 – 27:24
So the growing pains of going from a small business or a non institutionally backed business or a moderately growing business to a slightly faster growing business, that's where we see hiccups. Most of the time, it's just part of the game and it's no
40:26 / 41:37
from transcript40:26 – 41:37
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
“How we 4x'd growth while hitting profitability during a 99.9% market crash”
should I just push for for growth? Should I slow down and just buy time? We were in a in a in a really interesting pickle because we couldn't just shrink to profitability, we needed to grow, while bec
46:10 / 46:46
founder story46:10 – 46:46
wants, you know when those mega funds come in, they're looking to five plus x that deal. Right? So now they've they've invested in you at a 400,000,000 post money valuation. That means they're setting $2,000,000,000 exit aspirations for you or it did
21:01 / 22:04
from transcript21:01 – 22:04
what do I do about that? Well, I still need my revenue growth. That's good. But that margin expansion on average cannot be zero going forward if we wanna have attractive returns. I mean margin expansion in both senses. One is, yes, there's still valu
13:56 / 15:20
from transcript13:56 – 15:20
All the cash flow can't go into customer acquisition and customer success or wherever it's been going that's caused a lot of these businesses that have grown real fast to not grow margins or even have margins shrink over time. So getting back to and
14:26 / 16:15
from transcript14:26 – 16:15
...companies scaling nicely. The company goes from 30 employees to a 100 and there is a new set of management issues, layers of the org chart, an executive that's used to having control or being in the weeds in certain activities just doesn't have the t
39:47 / 40:53
from transcript39:47 – 40:53
“Why speed beats strategy when managing 7,000 product SKUs”
The one that, we're currently our largest customer, they have over, 7,000 SKUs of products. So to go in and consistently check the the main website and and stuff like that, it's it's just tough right
34:20 / 34:49
market insight34:20 – 34:49
That's a much bigger company that we're talking about to deal with than it was in 2012 or '25 or it went back twenty five years ago. And so just the complexity of actually making these things happen has to be a bigger challenge. Oh, yeah. No. There's
15:47 / 16:53
from transcript15:47 – 16:53
...or challenges that they've had to work through? I think periodically, what's happened this is more historical, is that you see that they can acquire businesses that generate lots of cash but don't have a ton of growth. The cash flow generation is a r
34:23 / 35:42
from transcript34:23 – 35:42
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
And, really, their confidence here is the fact that some of these businesses in certain markets are already operating at that level. Now gross margin expansion has really been driven by four things over the last few years. So firstly, it is greater p
29:59 / 31:11
from transcript29:59 – 31:11
while I think it's necessary because it's such a nuanced idiosyncratic business, you have to do use something the market has familiarity with. We think the business can grow on a fairly organic basis for 15% or better for three to five years. So that
57:05 / 58:05
from transcript57:05 – 58:05
and concepts shifting around. You've been growing. Their corporates are still engaging. How are you seeing the the way to close this gap in building the company? Funding aside, the other side, in building the company, how are what works in still push
23:59 / 25:06
from transcript23:59 – 25:06
And today, the big difference between today and some of those earlier carve outs is it's all of the above. It's always about cost, and it's always about how you're gonna grow the top line in this. And you've gotta have world class management on this.
15:02 / 16:24
from transcript15:02 – 16:24
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