Dominic Orr took companies public in 1999 and 2007 and saw massive differences in how it worked. In the dot-com era, investors threw money at anything with an internet angle. By 2007, the market demanded actual business fundamentals.
So I mean, I've done this twice. Once in 1999 and once in 2007, eight years apart. First of all, I'd like to comment on the dramatic environment between when I took Alteon Public and Aruba in 1999. The mood was such, so vibrant, right? And then you always go for this IPO road show. You go into the Boston and Fidelity and New York is, you know, all this big bank in line. So all the big black limo is triple park. You cannot even go down there. And when you go up there, you can see the portfolio manager come in. He has not even read your security, you know, the SEC filing and so on. All she wanted is to sit there to look really smart and want to get a big allocation. We can flip it and sell it next day. So this time around people actually rent through everything. There's lots of parking space, you can just walk up there and if you want to stay behind a little bit, they might even ask you for lunch. So they want to understand they clearly have marked up the so called S1 document a lot of analysis about your core competence, how you can sustain them and your business model and so on. So much more thoughtful investing. That is important fact to answer your pre public versus post public operations. Because of all this very thoughtful investor mentality, you really have to stick to what you tell them in your IPO roadshow. What is your vision? What is your business core competence? And how do you drive that core competence into a business model of gross profit and net profit? And it makes you just have to think much harder rather than just go. It's not just speed, it's thoughtful speed.
O processo de reconhecer limites, mesmo quando a vida parece exigir sempre mais.
Depois de tantas histórias, aprendizados e pausas necessárias, o @interior_iza está de volta
