Acquisition Deal-Killers and Criteria

This conversation provides an in-depth look at Lindbergh, a company founded by Michele Corradi and Marco Pomé, focusing on their journey in logistics, waste management, and HVAC services. The discussion covers the evolution of the company, key milestones, and the growth of different business units, particularly HVAC. The founders share insights on their acquisition strategy, cash management, and operational synergies, as well as the challenges they face in integrating various companies. They emphasize the importance of maintaining a lean structure while fostering a culture of best practices.

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Chapters

00:00 Introduction to Lindbergh and Founders' Backgrounds

04:28 Growth and Evolution of Lindbergh

07:43 Innovative Services and Business Model

10:29 Expansion into HVAC and Market Opportunities

13:41 Operational Strategies and Business Units

16:33 Focus on Waste Management and Client Relationships

19:25 HVAC Business Unit and Market Dynamics

22:40 Internal Priorities and Company Alignment

25:29 Synergies and Integration Strategies

35:54 Cash Management and Inventory Control

36:54 Long-term Margin Strategies

38:29 Decentralized Management Approach

39:38 Leveraging Customer Base for Growth

40:56 Best Practices and Company Culture

43:57 Criteria for Acquisition Targets

45:47 Succession Planning in Acquisitions

48:39 Innovative Payment Terms for Acquisitions

51:29 Market Positioning and Competition

53:55 Network Management and HVAC Synergies

56:23 Reporting Organic Growth

58:32 Lessons from the Red Eye Conference

01:00:28 Risk Management and Confidence

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