Global Animal pharma market($ 50.89 billion) is expected to grow much faster than human pharma. CAGR 8.8% in 7 to 8 years
API account for 20% market
Innovators are going Asset light
It's a huge opportunity for the first mover in CDMO (Hikal)
And in formulation & API(sequent)
More from Sequent
Having multiple facilities accredited with certifications from the best authorities from globe is a hidden moat in itself... 10-20% pop and then retracement should not shake confidence... Business focus and longevity should build conviction— Harinder S Nanda (@harindersnanda) July 14, 2021
Market is short sighted and loves to buy high and sell low
Sequent is a long gestation stock, it won't deliver it's real earnings until FY23-25
Not suitable investment for those who want 100% return/yr
Net profit before tax and exceptional items (True Cash earned by the company) increase by ~55% YoY
ROCE now above 20% and PAT increase by 36.5% are signs of Operating Leverage
Before Op Leverage kicked in for Laurus, its ROCE was in ~14%
The Advisor onboarded created the animal healthcare business for Boehringer Ingelheim (~2nd largest animal healthcare business in the world with net sales of ~4.5 Billion+ and presence in over 150 countries
Look for qualitative insights in a business, quantitative insights are just ~10% of the work
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2/ Stay focused! Ignore things that are a waste of time: meetups & conferences, meetings with no clear agenda, fundraising if you're not fundraising, reading lots of tech media articles, etc. Every week should feel like significant progress in the first year.
3/ Your first 5 hires will be the difference between life or death. Choose carefully. Be picky. Many of the things we do at the company still are a result of those early hires' legacy. Have fun as a tight knit team. It will change & evolve as you get bigger so enjoy this moment.
4/ Growth may be flat for the first 9 months. It's gonna be okay. Almost every company has experienced this: Airbnb had to sell cereal in-between, Slack failed as a gaming company first, Tesla sold only 147 cars after 6 years! You probably won't be an overnight success either.
5/ In the beginning, do customer support yourself. You will learn a lot about why your product sucks. I did 5,000+ support tickets when it was the two of us. Delight customers & fix things fast while you learn. It will help you build an amazing intuition about your customers.
We continue to be excited by the research opportunities that Twitter data provides. Our service is the largest source of real-time social media data, and we make this data available to the public for free through our public API. No other major service does this.
Many researchers, academics, and journalists use our public API — a set of tools for programmatically accessing information on Twitter. We make all public Twitter content available via our APIs. You can learn more about them here:
The basic issue with much of the research based on our public APIs is simple: The APIs don't provide insight into our defensive actions to protect Twitter from manipulation, including bots.
Because of this, API-based research can't distinguish between accounts we've already identified as bad (and hidden or removed) and real, authentic ones.
The tragedy of revolutionaries is they design a utopia by a river but discover the impure city they razed was on stilts for a reason.— SwiftOnSecurity (@SwiftOnSecurity) June 19, 2016
I’m at a sort of career crisis point. In my job before, three people could contain the entire complexity of a nation-wide company’s IT infrastructure in their head.
Once you move above that mark, it becomes exponentially, far and away beyond anything I dreamed, more difficult.
And I look at candidates and know-everything’s who think it’s all so easy. Or, people who think we could burn it down with no losses and start over.
God I wish I lived in that world of triviality. In moments, I find myself regretting leaving that place of self-directed autonomy.
For ten years I knew I could build something and see results that same day. Now I’m adjusting to building something in my mind in one day, and it taking a year to do the due-diligence and edge cases and documentation and familiarization and roll-out.
That’s the hard work. It’s not technical. It’s not becoming a rockstar to peers.
These people look at me and just see another self-important idiot in Security who thinks they understand the system others live. Who thinks “bad” designs were made for no reason.
Who wasn’t there.
2/ Nov. 3rd, so for them to deny that now is absolutely absurd. Plus, we have an affidavit from an expert cyber-warfare [individual] who even shows the diagram of all the attacks coming in. We know that the VPN ... the Dominion people left those open and unencrypted on the night
3/ of the election, so that anybody could get in. We know that the packets of information went to Serbia [note: over 100 Dominion employees scrubbed there LinkedIn profiles of any affiliation with the company after the election, many of whom were in Serbia], Liechtenstein,
4/ Spain, Venezuela, Hunan, China & Hong Kong. There was traffic all over into our election system that is supposed to be self-contained, not accessible by the internet at all. We have witnesses who document that it was connected to the internet. We have a study out of
5/ [the Dominion voting system in Antrim] MI, they know that it was connected to the internet. They erased their audit files & their adjudication files, where they dumped over 68% of their ballots into a bin that they call "adjudication" [that would've been thousands + thousands
When I took on my biggest marketing & events team to date (35 employees) I asked him how the *heck* he did it. Here's what he said and what helped me every day. 🧵
Remember you're leading all the employees under you, but you're not *managing* them all. You're managing your direct reports, which should be 5-7 individuals max. Focus on them.
When you interact with the employees you don't manage directly, get to know them as people first, that'll be the most valuable information in leading them. Remembering everything you learn about them is hard, but doing so will make you a superhero.
If you're not going to empower the managers under you, why do you have them? If you see room for improvement, let the manager know and let them make the change on their teams and come to you with questions/concerns. This will save you SO much time.
If you're the smartest person in any room - you're doing it wrong. As a leader, your job is bringing together the best people to get the job done - your skillset is identifying those people, not being one of them.