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# ![@_inpractise Avatar](https://lunarcrush.com/gi/w:26/cr:twitter::3845014336.png) @_inpractise In Practise

In Practise posts on X about business, $mndy, products, $cprt the most. They currently have XXXXXX followers and XX posts still getting attention that total XXXXX engagements in the last XX hours.

### Engagements: XXXXX [#](/creator/twitter::3845014336/interactions)
![Engagements Line Chart](https://lunarcrush.com/gi/w:600/cr:twitter::3845014336/c:line/m:interactions.svg)

- X Week XXXXXX -XX%
- X Month XXXXXXX +13%
- X Months XXXXXXX +19%
- X Year XXXXXXXXX -XXXX%

### Mentions: XX [#](/creator/twitter::3845014336/posts_active)
![Mentions Line Chart](https://lunarcrush.com/gi/w:600/cr:twitter::3845014336/c:line/m:posts_active.svg)

- X Week XX -XX%
- X Month XXX +20%
- X Months XXX +59%
- X Year XXX +47%

### Followers: XXXXXX [#](/creator/twitter::3845014336/followers)
![Followers Line Chart](https://lunarcrush.com/gi/w:600/cr:twitter::3845014336/c:line/m:followers.svg)

- X Week XXXXXX +0.08%
- X Month XXXXXX +0.27%
- X Months XXXXXX +3.40%
- X Year XXXXXX +10%

### CreatorRank: XXXXXXXXX [#](/creator/twitter::3845014336/influencer_rank)
![CreatorRank Line Chart](https://lunarcrush.com/gi/w:600/cr:twitter::3845014336/c:line/m:influencer_rank.svg)

### Social Influence

**Social category influence**
[stocks](/list/stocks)  XXXXX% [cryptocurrencies](/list/cryptocurrencies)  XXXX% [countries](/list/countries)  XXXX% [finance](/list/finance)  XXXX% [technology brands](/list/technology-brands)  XXX% [travel destinations](/list/travel-destinations)  XXXX% [automotive brands](/list/automotive-brands)  XXXX% [currencies](/list/currencies)  XXXX%

**Social topic influence**
[business](/topic/business) 8.11%, [$mndy](/topic/$mndy) #13, [products](/topic/products) 4.05%, [$cprt](/topic/$cprt) #80, [$agco](/topic/$agco) #1, [$cnh](/topic/$cnh) #1, [ai](/topic/ai) 2.7%, [wise](/topic/wise) 2.7%, [$wise](/topic/$wise) 2.7%, [builders](/topic/builders) XXX%

**Top accounts mentioned or mentioned by**
[@inpractise](/creator/undefined) [@quartr_app](/creator/undefined) [@wtcm3](/creator/undefined) [@lions_calgary](/creator/undefined)

**Top assets mentioned**
[monday.com Ltd. Ordinary Shares (MNDY)](/topic/$mndy) [Copart, Inc. (CPRT)](/topic/$cprt) [AGCO, Corp. (AGCO)](/topic/$agco) [CNH INDUSTRIAL N.V. (CNH)](/topic/$cnh) [Wise (WISE)](/topic/$wise) [The Scotts Miracle-Gro Company (SMG)](/topic/$smg) [Middleby Corp (MIDD)](/topic/$midd) [Deere & Company (DE)](/topic/$de) [CarMax, Inc (KMX)](/topic/$kmx) [Airbnb Inc (ABNB)](/topic/$abnb) [Rocket Companies, Inc. (RKT)](/topic/$rkt) [Alphabet Inc Class A (GOOGL)](/topic/$googl) [Microsoft Corp. (MSFT)](/topic/microsoft) [ALLISON TRANSMISSION HOLDINGS, INC. (ALSN)](/topic/$alsn) [StubHub Holdings, Inc. (STUB)](/topic/$stub) [Roko (ROKO)](/topic/$roko) [Toyota Motor Corporation (TM)](/topic/$tm) [Floor & Decor Holdings, Inc. (FND)](/topic/$fnd) [Home Depot, Inc. (HD)](/topic/$hd) [RunesBridge (RB)](/topic/$rb) [DAR Open Network (DAR)](/topic/$dar) [Darling Ingredients, Inc. (DAR)](/topic/darling-ingredients) [Illinois Tool Works Inc. (ITW)](/topic/$itw) [BlackLine, Inc. Common Stock (BL)](/topic/$bl) [The Root Network (ROOT)](/topic/$root) [TransDigm Group, Inc. (TDG)](/topic/$tdg) [Reality Metaverse (RMV)](/topic/$rmv) [Ailey (ALE)](/topic/$ale)
### Top Social Posts
Top posts by engagements in the last XX hours

"Former EVP at $KMX on its culture"  
[X Link](https://x.com/_inpractise/status/1992602661838012581)  2025-11-23T14:34Z 25.3K followers, 2360 engagements


"A former VP of Product Management at Elsevier analyzes the impact of AI on research workflows $RSSS $REL: "Scopus as a tool was primarily used for managing academic impact. As a researcher scientist or academic it's about managing the business of science. You want to advance your career see how many papers you've published the number of citations or references and the journals where your work is published. This information contributes to a score you can use to request funding grants or better positions"  
[X Link](https://x.com/_inpractise/status/1995234577367933187)  2025-11-30T20:52Z 25.3K followers, 1813 engagements


"Milan is banning self check out key boxes on buildings EU cities slower pressuring out individual hosts. $abnb"  
[X Link](https://x.com/_inpractise/status/1997617193266360423)  2025-12-07T10:40Z 25.3K followers, 6898 engagements


"NEW INTERVIEW: Hagerty: Agency and Insurance Partnerships Hagerty is one of the most interesting insurance businesses we've looked at $hgty"  
[X Link](https://x.com/_inpractise/status/1529834745672220673)  2022-05-26T14:40Z 25.3K followers, XX engagements


"Visa acquired Currencycloud in 2021. Currencycloud co-foudner on how Wise is trying to change FX: $WISE $V "I don't think price is the main factor here. Remember this isn't a winner-takes-all market. What Wise is trying to achieve is bold and ambitious. They're aiming to change how foreign exchange markets work. Typically the FX market is optimized for speculative and leveraged trading which constitutes the majority of the volume. Then there's the deliverable element that consumer business parents go through. Wise is trying to change the market to a distributed in-country system with float in"  
[X Link](https://x.com/_inpractise/status/1952321804917207421)  2025-08-04T10:52Z 25.3K followers, 13.3K engagements


"Former Currencycloud VP on how Visa allowed them to secure better pricing with banks: $WISE $V "The key was extremely good negotiation and handling extremely high volumes. The teams did an excellent job onboarding banks or banking partners. We managed to push through massive volumes which allowed us to secure very competitive pricing for most high-volume routes even without netting. Towards the end the Visa factor played a role. Since Visa owns Currencycloud it helped in a few negotiations maybe five or seven where Currencycloud previously wasn't getting good pricing. Visa Payments Limited or"  
[X Link](https://x.com/_inpractise/status/1958513225307189464)  2025-08-21T12:55Z 25.3K followers, 2991 engagements


"A former Chief Medical Information Officer was surprised by the clinicians' response when he tried to switch to an UpToDate competitor $WKL.AS: "I went into it thinking that if DynaMed was close or similar we would probably switch. I was surprised by the passionate response from a group of our clinicians who were familiar with DynaMed. They were absolutely committed to UpToDate considering it much more useful. They expressed that they would be very unhappy to see it go to the point where they said they might start paying for personal subscriptions or consider working elsewhere that had it.""  
[X Link](https://x.com/_inpractise/status/1984283000687784370)  2025-10-31T15:35Z 25.3K followers, 1817 engagements


"A former product manager at Rocket Companies $RKT talks about their focus on providing a great and simpler customer experience: "The big thing I always consider during the mortgage process is the amount of paperwork involved. Often these forms require you to repeatedly enter the same information. We look at these repetitive tasks and think about how we can automate them and whether it's legally feasible. For instance if you've already entered your name can we help streamline the signing process We know you need to click to sign each time but perhaps we can include a consent at the top to"  
[X Link](https://x.com/_inpractise/status/1992003426243199324)  2025-11-21T22:53Z 25.3K followers, 1784 engagements


"A former Executive VP of Strategic Accounts at Builders FirstSource explains the edge vertically integrated players like BFS have when serving homebuilders seeking efficiency and value-added products. Youre not building walls on site - its done in the plant. You stand the wall panel where it belongs and nail it in place. Labor shifts from job site to factory assembling the house with components. Quality is far higher - tolerances within a fraction of an inch - and framing time is cut by more than half. The real value is quality speed and safety. Plus far less waste: stick framing leaves scrap"  
[X Link](https://x.com/_inpractise/status/1993285373296832609)  2025-11-25T11:47Z 25.3K followers, 1865 engagements


"The interview also underscores the defensibility vertically integrated players like Builders FirstSource enjoy versus smaller or less integrated rivals. Absolutely - especially in a soft housing market. Network scale lets you level-load plants. Instead of one plant at XX% and another at XX% you can keep both at 6070% sustaining volume and your footprint. You dont want a plant so slow you shut it down especially if youll need it long term. Level-loading across a broad geography preserves capacity so when housing rebounds youre ready - and your customers benefit. You only achieve this with the"  
[X Link](https://x.com/_inpractise/status/1993285374383120545)  2025-11-25T11:47Z 25.3K followers, 1137 engagements


"Executive at Velv and $MNDY customer on $MNDY and #AI Well first of all I think Monday is completely out of touch when it comes to the AI trend. In Portugal we have a saying that they're putting their hands behind their feet meaning they're making a mess. Their credit system is terrible. For example something that would cost me XXX per month I can achieve with a little effort for less than $X using OpenAI in terms of tokens and credit consumption. I don't think it's entirely their fault; they're still learning how this token system works. I've had many meetings with them recently since we are"  
[X Link](https://x.com/_inpractise/status/1994141309792084007)  2025-11-27T20:28Z 25.3K followers, 6408 engagements


"Former VP at Warner Bros on $MNDY switching costs: We never switched from I'm pretty sure Warner Brothers is still using it. Switching would be very complicated. For example if you need to switch from Google Suite to Microsoft XXX you can drag all your documents from Google Drive to OneDrive and they auto-convert from Sheets to Excel. That's not the case with because each board is custom-designed. You decide which columns you want for each board and there are no templates. My boards might have many automations and integrations directly connected to my CRM system and calendars. If you want to"  
[X Link](https://x.com/_inpractise/status/1994377764091134312)  2025-11-28T12:08Z 25.3K followers, 3460 engagements


"Former Sales Executive at Dana Inc $DAN on why they sold their most profitable business to $ALSN: The rumor on the street and I've had many conversations with some of my colleagues who are still there or have recently left is that Dana needed that cash to support their automotive side of the business. That was a real surprise to me. I thought why not just sell off the automotive division that's not making money and hasn't been profitable for probably the last decade Just get rid of it and keep the profitable business to grow it"  
[X Link](https://x.com/_inpractise/status/1994424922056106454)  2025-11-28T15:15Z 25.3K followers, 1634 engagements


"Former Director at $MNDY on the potential growth challenges ahead: The challenge for the organization is achieving consistent onboarding of technology. Customers need to integrate Monday into existing business processes and systems which requires skills that may be lacking. There's not enough capacity in the organization nor do partners necessarily have the skills to do that. It's about stopping churn. If you can plug that churn gap it will accelerate growth even faster"  
[X Link](https://x.com/_inpractise/status/1995081990450618407)  2025-11-30T10:46Z 25.3K followers, 2533 engagements


"Former Allegro Logistics Manager on InPosts long-term share within Allegro: "Allegro needs its delivery service to be an equal partner to InPost in negotiations. Allegro Delivery should lower costs for Allegro and improve their negotiation position with InPost. They don't want to kill each other. Without Allegro Delivery InPost was too confident and that situation couldn't continue. Allegro Delivery serves as leverage for better negotiations with InPost not to replace them fully.I don't see a scenario where InPost can maintain more than 50%""  
[X Link](https://x.com/_inpractise/status/1995926194437435629)  2025-12-02T18:41Z 25.3K followers, 1737 engagements


"Former Director at StubHub $STUB on online ticketing marketplace network effects: The more buyers you attract to your platform the more sellers come chasing those buyers. You get the seller's share open up more access and distribution for the buyers and it becomes a self-reinforcing mechanism. One of the thought processes is that in a marketplace business those tend to be winner-take-most. I hear what you're saying but think about an Uber versus a Lyft. There were probably XXX other competitors in New York City"  
[X Link](https://x.com/_inpractise/status/1996227770867666957)  2025-12-03T14:39Z 25.3K followers, 1311 engagements


"A former Sales Director at Dassault Systems $DSY.PA discusses the high switching costs faced by customers: "Changing your ERP is as complex as changing your PLM or your MES. The entire architecture in a company regarding those solutions revolves around all the data you have and all your resources and people in your company. They're all working with the same systems so you have to ensure that all processes are implemented in those solutions. You have all your data so the stickiness is really due to the complexity of these platforms.One of the biggest changes in the automotive industry for"  
[X Link](https://x.com/_inpractise/status/1996667506065359019)  2025-12-04T19:46Z 25.3K followers, 1371 engagements


"Founder and CEO of Rko and Former CEO at Lifco on what he learned building Lifco $roko"  
[X Link](https://x.com/_inpractise/status/1952729643749970118)  2025-08-05T13:53Z 25.3K followers, 6245 engagements


"Former Copart ($CPRT) buyer and current salvage yard operator in Guatemala compares the process and unit economics of a similar car salvaged and auctioned locally through Mega Subastas versus one imported from the US through $CPRT. "For example if we're talking about the same car like a Toyota Corolla which is popular here there might be only two available in Guatemala increasing competition and driving the price up. In contrast Copart might offer XXX of this same Toyotas. So there's more supply. If I don't get this Toyota I can get another one. In Guatemala there might only be two available.""  
[X Link](https://x.com/_inpractise/status/1972632611785703657)  2025-09-29T12:00Z 25.3K followers, 5678 engagements


"Fredrik Karlsson on lessons from Lifco"  
[X Link](https://x.com/_inpractise/status/1979292409117704545)  2025-10-17T21:04Z 25.3K followers, 6013 engagements


"A former Floor & Decor $FND merchandising VP breaks down how the chain outperforms distributors and big-box rivals like Home Depot on assortment pricing direct sourcing store layout and pro/homeowner services; "I think there are a couple of factors involved. Distributors used to dominate the market; they were the ones in charge. From what I've heard although I haven't worked for a distributor one challenge they faced was their conservative approach when selecting developing and bringing products to market. They would often rely on past sales data like a XX by XX beige travertine look that"  
[X Link](https://x.com/_inpractise/status/1988384514331062636)  2025-11-11T23:13Z 25.3K followers, 2185 engagements


"A former Manager of Process Solutions & International Logistics at Floor & Decor explains the end-to-end flow and unit economics of moving a flooring container from Asia to the U.S. and how tight container utilization underpins margin: We cut POs months in advance. As vendors load they alert us if theres space for another pallet; inventory then amends the PO so we fully cube/weight-out the box. The PO can change right up to shipmentbecause with heavy goods ocean freight is a big share of COGS so every extra pallet reduces unit cost. They also describe post-COVID tech upgrades that lifted data"  
[X Link](https://x.com/_inpractise/status/1988954255412052315)  2025-11-13T12:57Z 25.3K followers, 1718 engagements


"A Former Progressive claims exec on one reason why $cprt is losing share to IAA $rb"  
[X Link](https://x.com/_inpractise/status/1989800866543800423)  2025-11-15T21:01Z 25.3K followers, 5938 engagements


"Former Swiss Marketplace Group Director on AutoScouts pricing runway: $SMG "You can increase prices by double digits in percentage terms on a yearly basis. Beyond five years I think the focus should shift to being more transactional. The discussion should be about transactions not just listings. It is about whether people will buy their cars online or not. When you are transactional as we mentioned before you can significantly increase your monetization""  
[X Link](https://x.com/_inpractise/status/1990374077307973746)  2025-11-17T10:58Z 25.3K followers, 2026 engagements


"Swiss Brokerage Director on listing economics and dependence on SMG portals: $SMG "Actually when we talk about marketing costs this is specifically for creating visual material. We work with an external company for pictures and we offer a virtual tour which not many agencies provide. This allows potential buyers to revisit the house on the website. We also recreate plans. We work with one partner for all this material. The XXX CHF to XXX CHF is for publication on different portals starting with our website. We now work with more than XX portals altogether. We work with three main groups: SMG"  
[X Link](https://x.com/_inpractise/status/1990395399316603380)  2025-11-17T12:23Z 25.3K followers, 2254 engagements


"Former Managing Director at DCC/Butagaz $DCC.L on the competitive advantage: Butagaz is probably doing better than the others. However when I say better it is not a X or X points market share; it is very steady because of the contract and because you own the tanks. If you want to change suppliers you need to remove the tank which costs between XXX and 8000 for domestic customers. That is in the contract and depends on the brand. Butagaz is closer to XXX to XXX while others might be 1000 to 1200. It costs a lot so some customers prefer to renegotiate"  
[X Link](https://x.com/_inpractise/status/1990865280738762956)  2025-11-18T19:30Z 25.3K followers, 1820 engagements


"A former Rational AG $RAA.DE executive discusses its strategic premium positioning $MIDD: "Rational's approach is selling a concept not just an appliance. The appliance is key to the success of that concept especially in the chain account world. In street sales it's more about solving immediate needs and showing value for the appliance not necessarily the concept. In contrast Middleby manufactures a wide variety of products and their salespeople aren't subject matter experts. They know a little about everything but don't master it completely. I never had to leave a customer with Rational and"  
[X Link](https://x.com/_inpractise/status/1990903395029250239)  2025-11-18T22:02Z 25.3K followers, 1903 engagements


"A former VP at Van Cleef and Arpels part of Compagnie Financire Richemont $CFR.SW believes the brand has adopted a long-term approach to pricing and they do not abuse their power: "Once they do a price increase even if the price of gold goes down you rarely if ever see a price decrease. These brands have some elasticity due to their strong desirability and they've done a very good job optimizing their gross margin. You're working with precious metals precious stones and skilled labor which is quite expensive. They have room to absorb increasing raw material costs without pushing everything"  
[X Link](https://x.com/_inpractise/status/1991139882823987276)  2025-11-19T13:41Z 25.3K followers, 1665 engagements


"A former Territory Sales Manager at Purple Wave (Copart $CPRT) explains how Purple Waves online buyer-premium model contrasts with Ritchie Bros. yard-based seller-commission model - and how that shapes buyer and seller economics. "It's going sell on both platforms. The issue is about whether my $100000 piece of equipment will sell for $50000 causing a loss of $50000 due to impatience in selling. That was the main issue. Part of the reason I left Purple Wave was the difficulty in securing consignments and gaining trust. We had consignors in California and one example was an old beat-up"  
[X Link](https://x.com/_inpractise/status/1991228953764270479)  2025-11-19T19:35Z 25.3K followers, 3234 engagements


"A former North America CEO at Nitta Gelatin discusses the gelatin and collagen market $DAR: "Yes there are definitely higher margins in collagen. That's why many gelatin players are moving towards collagen seeing it as an opportunity to improve business value. The challenge is that if everyone moves in the same direction not everyone will benefit. For Darling pivoting towards collagen sounds great but if they are large and move heavily into collagen there might be an oversupply. Maintaining those XX% margins will be difficult unless they anticipate growth others don't see.""  
[X Link](https://x.com/_inpractise/status/1991541552733168034)  2025-11-20T16:18Z 25.3K followers, 1516 engagements


"Reflecting on Darling Ingredients advantages the executive concludes: "I believe vertical integration and access to raw materials are key drivers of profitability. Rousselot under the ownership of Darling Ingredients benefits from synergies that the average gelatin company might not have. They have access to certain raw materials and byproducts from the gelatin industry which can be sold to the pet food rendering or fertilizer industries. Darling's diverse businesses allow them to capitalize on these synergies which positively impact their bottom line.""  
[X Link](https://x.com/_inpractise/status/1991541553706246285)  2025-11-20T16:18Z 25.3K followers, 1221 engagements


"A former executive at ITW Food Equipment Group $ITW contrasts their sales strategy with Middleby's $MIDD: "Middleby is often seen as needing acquisitions to grow rather than through sales alone. This is my view as well. There's a notable difference in how sales are managed with so many brands and categories. It's challenging when there are separate sales teams for each brand. If a customer needs a new kitchen they have to deal with different teams on different days. This fragmented approach is choppy compared to Rational or ITW where a single sales representative can provide a comprehensive"  
[X Link](https://x.com/_inpractise/status/1991854220232863763)  2025-11-21T13:00Z 25.3K followers, 1703 engagements


"A former executive at Floor & Decor sheds light on the reasons why the company is reluctant to get into soft flooring products the competitive pressures in this segment of the market the economics of importing products from Asia and the difference in purchasing behavior & incentives between individual and pro customers. "I believe Floor & Decor needs to reconsider their strategy. There are many emerging players in the soft lines or carpeting sector. My concern for Floor & Decor is that they might be neglecting a category mix due to their strong focus on hard surfaces. If these smaller players"  
[X Link](https://x.com/_inpractise/status/1992913400565813511)  2025-11-24T11:09Z 25.3K followers, 2170 engagements


""They did this strategically because at that time they could flood the market with various incentives and offers targeting the zip codes where home building was occurring. Builders would then come in. One of the things Floor & Decor excels at is pro services. Any contractor entering a Floor & Decor store is registered for pro rewards. They earn points which they can use to purchase products. This is fascinating because it helps collect data on where builders are going. Contractors will specify "Drop this off at this job site this zip code" which provides valuable data about where these"  
[X Link](https://x.com/_inpractise/status/1992913401635352952)  2025-11-24T11:09Z 25.3K followers, 1154 engagements


"Safety hardware procurement implies effectively putting a price on risk. A current Western Midstream director on how O&G operators evaluate the extra subscription costs vs enhanced safety capabilities from Blackline: $BLN "That's the challenge. Currently our organization like many oil and gas companies doesn't have a clear way to evaluate that. We could use a risk matrix but it's difficult to judge. Aris has made that evaluation. Aris a much smaller company initially planned to buy XX devices but ended up buying XXX. They convinced their owner emotionally highlighting the risk of death. I"  
[X Link](https://x.com/_inpractise/status/1994138976517521434)  2025-11-27T20:19Z 25.3K followers, 2258 engagements


"A former director at Root $ROOT discusses their telematics model: "It is different from Progressive's telematics model. With Progressive you buy the policy do the test drive and they adjust your premium at the first renewal. With Root you do the test drive and get your price adjusted within the first XX days. This advantage allows Root to identify the worst drivers and either retain them or adjust their pricing faster. However this also presents challenges in retaining customers. Each distribution channel they operate indirect agency partnership platformhas different needs and desires around"  
[X Link](https://x.com/_inpractise/status/1995588018183266724)  2025-12-01T20:17Z 25.3K followers, 3165 engagements


"We compare Deeres vertical integration with competitors such as $AGCO and $CNH whose digital offerings today remain more fragmented and show inferior usage relative to Deeres"  
[X Link](https://x.com/_inpractise/status/1996602808443809818)  2025-12-04T15:29Z 25.3K followers, XXX engagements


"Former Satair Director on TransDigms aftermarket approach: $TDG "TransDigm is a very interesting company. They are very good at finding highly engineered complex product lines from OEMs. When they buy them they focus on specific areas. For example they don't focus on aftermarket sales organizations; they put it out to distribution and then push for price increases. It's quite an interesting business model. The OEM increases the price but it's the distributor who has to deal with it in the market towards the airlines and MROs. There's a back-and-forth conversation where distributors say the"  
[X Link](https://x.com/_inpractise/status/1965820735739330633)  2025-09-10T16:52Z 25.3K followers, 7468 engagements


"A former Senior Executive at Ashtead Technology $AT.L explains how the company's relative scale and logistics advantages help it navigate the inherently unpredictable subsea equipment rental operating environment: "For large construction projects say in the Gulf of Mexico or West Africa you typically know a year or six months in advance. The date might change the exact field layout might change and the number of components might change slightly but you have better visibility. However the rental company might not be decided at that point. They may come to the rental company quite late and say"  
[X Link](https://x.com/_inpractise/status/1975670997488431538)  2025-10-07T21:14Z 25.3K followers, 4474 engagements


"Hemnet is the only real estate classifieds platform in the world that shares listing revenue with broker offices: $HEM $REA $RMV "The other lever that Hemnet has which REA doesn't is broker recommendation. I'm not sure how familiar you are with that aspect of the business model. But what happens is that Hemnet is the only property portal in the world that is revenue-centered and not a call center for the broker. The broker offices not the brokers themselves get back some money for every listing they post on Hemnet. That is a percentage that is based on the listing for administrative purposes."  
[X Link](https://x.com/_inpractise/status/1979871302954410298)  2025-10-19T11:24Z 25.3K followers, 4387 engagements


"A former Account Manager at Halliburton sheds light on the subsea equipment rental value chain the switching costs for vessel operators and Ashtead Technology's moat in terms of scale and logistics. "However there's always reactive work when there's a problem on a rig or with a tool on an ROV offshore. If they've broken the one they have and only have one spare they need something mobilized quickly. At that point they'd typically call or email saying they need a piece of equipment by next week. Thus your warehouse logistics management must be efficient. Our warehouse systems at Seatronics and"  
[X Link](https://x.com/_inpractise/status/1982783695313322471)  2025-10-27T12:17Z 25.3K followers, 2818 engagements


"We examine how these shifts are affecting dealerships' go-to-market and mixed-fleet adoption in countries like Brazil where Deere has gradually gained share over the past decade"  
[X Link](https://x.com/_inpractise/status/1996602806124380612)  2025-12-04T15:29Z 25.3K followers, XX engagements


"$MNDY Partner on their switching costs: One major factor might be market saturation or maturity. Three or four years ago there was a large greenfield but now it's reduced. Companies often already have a work collaboration tool and there's less interest in switching. In 2021 people might switch from Monday to Asana for a better Gantt view but not today. They understand the cost of change and sunk costs"  
[X Link](https://x.com/_inpractise/status/1996713795733929992)  2025-12-04T22:50Z 25.3K followers, 1617 engagements


"Current parts VP at a John Deere dealership about the mix of repairs : $DE $AGCO $CNH "I'm going to say XX% is unplanned. It's either an emergency or they're going into harvest and doing preventive maintenance or replacing worn items. Maybe it's not that high maybe XX% because those who keep machines longer than a year go in annually to check and replace worn items. That could be about XX% of the business. But the majority of people who come to the parts counter to purchase a part and install it themselves or need a repair in the shop it's more of an emergency. The machine is down and they"  
[X Link](https://x.com/_inpractise/status/1965016775478612045)  2025-09-08T11:38Z 25.3K followers, 3222 engagements


"Former Acquisitions Director at HomeServe on M&As: Many of the acquisitions I was involved in were actually about buying policy book competitors. I'd be lying if I said I remembered the multiples for installation businesses. I would guess at least three maybe five as a multiple. However there's nothing particularly compelling to justify a higher valuation. There's no novel technology or exceptional IT platform involved. Essentially you're buying the brand and the customer base"  
[X Link](https://x.com/_inpractise/status/1990489897170334050)  2025-11-17T18:39Z 25.3K followers, 1975 engagements


"Former CNH dealership sales director on CNHs inconsistent direction vs Deere: $DE $CNH $AGCO "Having worked with both Deere is very authoritative with their dealers. They basically dictate how things should be done because they have a clear vision. CNH on the other hand lacks vision and frequently changes their mind. They go through senior management like vice presidents quite often. I have never seen anything as bad as it is now. Deere however decided early on like when they first introduced guidance in the 90s that technology was the future. Their integrated technology has put them far"  
[X Link](https://x.com/_inpractise/status/1998048662111309944)  2025-12-08T15:14Z 25.3K followers, 2456 engagements


"Former Managing Director at Auto1 Group $AG1 on the customer conversion (1/3): The first step is downloading the app. I am not sure how many see the commercial and download it. After downloading you take basic pictures of your car guided by the app. The algorithm then gives you a price for the car. Only X to XX% decide to book an appointment. The rest may only want to see the offer or use the price elsewhere.""  
[X Link](https://x.com/_inpractise/status/1998156405103075741)  2025-12-08T22:23Z 25.3K followers, 1488 engagements


"Former Allegro 1P Category Director on Inpost / Allegro deal economics: $INPST $ALE "InPost gets X PLN per Smart parcel3 PLN from Allegro and XX PLN from the merchant; the Smart fee covers about X PLN. It is changing. When I was at Allegro the unit cost of APMs was EBITDA negative. The EBITDA margin per parcel sent to APMs was minus several zlotys. It is becoming more neutral now. Is it cheaper for Allegro than InPost Not yet but they are trying to reach that state. If you have utilization comparable to InPost around XX% then the breakeven will be about eight zlotys. If you have lower"  
[X Link](https://x.com/_inpractise/status/1998411697560694793)  2025-12-09T15:17Z 25.3K followers, XXX engagements