The business originally had two parts: an SMB software division and a larger division for the marine industry. In 1999, the marine software business was sold at a high value to a large European telco, leading to criticism for taking cash instead of telecom shares. However, this decision proved to be beneficial when telecom stocks crashed two years later. The business utilized the cash from the sale to acquire similar SMB businesses in other countries, making international expansion and strategic mergers and acquisitions (M&A) a core part of their strategy. The leadership had to balance the growth of the SMB software business with effectively managing a large amount of cash, initiating a transition to an international focus and executing M&A in different geographies.

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