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15 results for “strategic focus”
Concept5 mentions across episodes
focus
If I was just looking to maximize my lifestyle and my profit today, it's not something that I would do. But if I publicly have been out there telling everyone I'm gonna build the world's leading indoor air quality company, I mean, my actions have to
39:00 / 40:05
from transcript39:00 – 40:05
The customers would say, I'm willing to pay more to do business with this company because their service is so great, and their people are so great, and their technology is so great. Everything about them meets my needs. It delights me as a customer.
18:44 / 19:48
from transcript18:44 – 19:48
And the end goal of all of it is that double digit earnings and revenue growth, significant free cash flow, and then strong and improving returns on capital. Acquisitions are this really key component because they acquire a business. About half the t
33:44 / 34:52
from transcript33:44 – 34:52
...focus and the advanced very, very mission critical parts has always been core to the DNA. But, certainly, over the last thirty plus years, that capital allocation as well, I think when you see these businesses sometimes, we'll often cover them, the c
14:13 / 15:33
from transcript14:13 – 15:33
...can we run this business with greater focus operationally,
20:56 / 22:21
from transcript20:56 – 22:21
It's interesting, and I can understand why having stepped into a manufacturing business that you thought the freight business would be something reasonable. But, yes, I think that there's a lot of people who have had challenges in the freight world a
45:49 / 46:58
from transcript45:49 – 46:58
In our firm, we the the moniker that we use is we're not just trying to build bigger 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 be
6:01 / 7:05
from transcript6:01 – 7:05
who need to act like they are and behave like they are and be the shareholders of the business. So the leaders need to be the shareholders. The leaders can't just be, quote, unquote, the management. Management and shareholders need to be one and the
30:00 / 31:06
from transcript30:00 – 31:06
So the way we look at it is this is a business that trades at an 8% free cash flow yield, should grow organically roughly mid to high single digits and should be able to continue to acquire small mom and pop or even medium sized businesses in that fi
11:53 / 13:05
from transcript11:53 – 13:05
...focused to being service focused. So let me give you an example of how they do this. There's a company they talk about a bit when they're talking to investors. It's a company that they acquired in Boston. This business was led by two brothers. It was
13:31 / 14:36
from transcript13:31 – 14:36
...their strategic resource group has supported more than 1,500 add on acquisitions over the past decade, and we'll see how the benefits of that approach can yield surprising wins from day one of the deal all the way to exits. I'm Humerick Arthur, chair
0:43 / 2:00
from transcript0:43 – 2:00
...period. We also focus a lot on growth and on operations optimization. So, we call it GAS, stepping on the GAS, the growth acceleration system, and the way of ops optimization. And we talk about those every week, even as a firm, at our own enterprise.
14:10 / 15:17
from transcript14:10 – 15:17
I buy businesses 18 of rep with three of EBITDA. My marketing department, the person who runs it is not somebody who's run a a very large business. What we do at Shore Capital is we have a centers of excellence, a gentleman named Adam Werner. He runs
54:45 / 55:50
from transcript54:45 – 55:50
...focus on is the next twelve months, the next three months, the next twelve months, next thirty six months. And so as we go into an investment, pretty early on, we wanna know what's the vision and the plan, where are we headed over a five year partner
8:58 / 10:06
from transcript8:58 – 10:06
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