Constellation software market cap

Industries to Invest In. Getting Started. Planning for Retirement. Retired: What Now? Personal Finance. Credit Cards. About Us. Who Is the Motley Fool? Fool Podcasts. New Ventures. Key Metrics. All Listings. Constellation Software Declares Quarterly Dividend. Constellation Software Inc. The Company acquires, manages and builds vertical market software businesses. Its segments include the public sector and the private sector.

The public sector segment develops and distributes software solutions primarily to government and government-related customers. The private sector segment develops and distributes software solutions primarily to commercial customers. It serves various markets, such as communications, credit unions, drink distribution, tour operators, textiles and apparel, hospitality, notaries, community care, and long-term care.

Contact Info. M5C 2T6. Executive Leadership. John Edward Billowits. Chairman of the Board. Mark Henri Leonard. Lawrence Cunningham. Independent Vice Chairman of the Board. Jamal Baksh. Decentralized Human Scale. Mark has a great description of this:. Each of those functional managers starts off heading a single working group. If the business leader is smart, energetic and has integrity, these tend to be halcyon days. All the employees know each other, and if a team member isn't trusted and pulling his weight, he tends to get weeded-out.

If employees are talented, they can be quirky, as long as they are working for the greater good of the business. Priorities are clear, systems haven't had time to metastasise, rules are few, trust and communication are high, and the focus tends to be on how to increase the size of the pie, not how it gets divided.

That's how I remember my favourite venture investments when I was a venture capitalist, and it's how I remember many of the early CSI acquisitions. That structure usually suffices until there are perhaps 30 to 40 people in the business.

He may be able to judge the capabilities and cater to the development needs of each of his direct reports. He may be able to recruit excellent new employees, and he may be able to manage the demands and trade-offs required to coordinate with the other functional managers. Instead, he'll break his team up into multiple teams. A new level of middle managers will be born, with all the potential for overhead creation, politics, and bureaucracy that comes with another tier of middle managers.

The larger a business gets, the more difficult it becomes to manage and the more policies, procedures, systems, rules and regulations are generated to handle the growing complexity. Talented people get frustrated, innovation suffers, and the focus shifts from customers and markets to internal communication, cost control, and rule enforcement.

The quirky but talented rarely survive in this environment. A huge body of academic research confirms that complexity and co-ordination effort increase at a much faster rate than headcount in a growing organisation. The challenge of running a BU of this size is human-scaled. Some BU Managers lack the humility, some lack the courage, and most lack the time for reflection, to notice that their task is getting too large, and the sacrifices are getting too great.

If a large BU is not generating the organic growth that we think it should, the BU manager needs to be asked why employees and customers wouldn't be better served by splitting the BU into smaller units. We began following the company from afar in Nichols began consulting to ITW in , and appears to have been the primary author of its decentralisation strategy.

Prior to Nichols's tenure, ITW had acquired only 3 businesses. ITW had separate operating units by when Nichols retired. They set up in an open office with good communication and no overheads. They cover for each other. Harris has very successfully acquired multiple BU's in the same industry and run them independently rather than combining them into one BU. Both tactics forego obvious and easily obtainable benefits from economies of scale. Mark has a history of playing team sports and a problem with authority.

His team sports background taught him the power of small groups working together. He would get in trouble in school and hated being told what to do. He loves being convinced to change his mind though. While in venture capital, he saw how well small teams could perform and what they could accomplish relative to larger bureaucratic companies where so much effort is wasted on things that don't move the needle. Leonard considers CSI "as close to a meritocracy as I have experienced.

Constellation lays out an explicit career path for its employees, starting as an employee, before ascending through the ranks to reach "Compounder" status. Leonard outlines this trajectory in his letter:. At some point, transition from analyst or knowledge worker into a leader of people If you make sure that the team members are intelligent, energetic, and ethical people with whom you would want to work for the rest of your career, it won't be long until you are running one of our BU's [Business Units].

Whatever vertical you end up in, that specialisation, that focus, will require a multi-year effort to build a trusted network of employees, customers, other industry participants, and even competitors Become a master Craftsman in the art of managing your VMS business.

It is the most satisfying job in Constellation and will generate more than enough wealth for you to live very comfortably and provide for your family.

The BU manager for the newly acquired business is nearly always from the acquisition itself, and hence has deep expertise in the vertical. If the PM is good at finding acquisitions, and helping them learn relevant best practices, and continues to deploy at least the FCF produced by their portfolio, then we refer to them as a Compounder.