Molex

Mm-hmm.

And so Molex is a great example of this.

Um, we, we acquired Molex in two thousand and thirteen.

Molex is one of the largest connector, um, companies in the world, connectors and cables.

Um, they're in everything from your iPhone to, um, uh, healthcare devices.

They've got a, you know, whole healthcare with Phillips Medisize.

But they wanted to, um, they didn't have a succession plan, and they wanted the ability to maintain the brand and the legacy over time and look at a company that, that would, would continue to invest in it and would gonna be a l- uh, would be a great long-term home.

So that opportunity came about because I think we had built that brand over time.

That creates opportunities for manufacturers supplying long haul and access networks, but also for companies targeting cabling installed within data center campuses and facilities.

Prismian's manufacturing plans also follow its July announcement of a 5.5 billion euro long-term agreement with Molex, a Coke company, covering the supply of optical cables for data centers.

The agreement was valued at approximately $6.29 billion when announced and provides commercial context for Prismian's decision to add substantial U.S. production capacity.

The strategy is not without exposure.

to give your audience just kind of a high level framing on the company um we have nine we we touched the majority of the economy um you know i mentioned we have 140 000 employees uh one of the largest private privately owned businesses um in the us and um You know, it's in one of those businesses, one of those nine operating businesses in fertilizers.

So we're wood products with Georgia Pacific, we're in technology with, you know, Molex Connectors, global business, Enforce, a very large ERP software company.

We're in glass manufacturing.

So anyway, a lot of different things that we're very broad and we own and operate those platforms.

I had to fail a number of times with experimental discovery to understand what good looks like and applying it.

And so I just encourage your audience that think about like, OK, where am I stagnant? And where have I not made any changes? And how do I put some responsible experiments in place that where I can bet, basically make small bets that are relative to the size of my knowledge and figure out how I can learn from them, knowing that a couple of those will be failures.

Yeah, and I think one of the examples in the book is not necessarily for creative destruction, but after the acquisition of Molex, I think, from what I recall, the pure KPI was revenue growth, but that wasn't really leading to increased revenue.

Yeah.