And I think for me it was probably there the whole time but I also have a sense of loyalty, like I’ve only had two jobs in 35 years, one with Andersen and one at Tribridge, so I think it was hard to leave. I’m assuming some of the board came in because of their investments, Tom and whatnot, talk about board life. And so, they were very small acquisitions but it gave us a little credibility in the space, it gave us a little geographical expansion to build into, which Dallas turned out to be our second biggest office. ""My personality kind of figured out about 10 years ago that my purpose here on the Earth is to give. So, Think Big is a good example of that, like I am using my name to raise funds, and I am using my name to get companies to showcase there. How long were you open to being sold and sort of how did that over what was a little the first few steps of going down the road of selling? And if you ever met Tom he’s a very, you know, he’s just watching and listening, he’s not asking any questions.
Steph & Ash talk with Tony DiBenedetto, a technology executive, entrepreneur, and philanthropist. "(12:52 to 15:03) Tony’s Relationship With The Board(22:54 to 23:40) The Five Culture Points Within The Company Joining me on SPx is Tony DiBenedetto, welcome sir. Are you a local in the Tampa area? And this was in the quoting process with LLR and he probably didn’t even remember me saying that. And so, it’s not so much that there’s not the right thing it’s, you know, where do you go to express that right thing? So, it became an operationalized part of Tribridge that culture was a way we were going to evaluate the success of the business.
He goes, “Tony, you have nothing, you have a business plan, you haven’t done anything, you have no customers, you have no IP, you have nothing.” And I’m like I don’t really like that idea, maybe Tom will negotiate, that’s what I’m going to assume. I’m like no and they’re like oh, they said they knew you or they name dropped you as an investor, or something crazy like that. So, we wound up at the end of the thing with about a $170M company, and we had a software company, we had a service company, and we had a cloud company all in one and it was fun. And what about the potential? “So, what better way to figure out if you want to be an entrepreneur than to get mentored by entrepreneurs, which the Wave has tons of.”The two nonprofit organizations entered their partnership in July and are now in the process of putting it into action.
And so, they also had a perspective— which I love about LLR— which is you’re the CEO and you represent the management team in the board, you guys want to move forward after you’ve heard what we have to say and you really listen then we’re going to back you.
And we had other board members that joined us throughout the years. "DiBenedetto had two other small entrepreneurial endeavors during his time at Arthur Andersen, including a truck leasing company and a pizza restaurant.Tribridge went through three major pivots and evolutions during DiBenedetto's time with the company, he describes them in detail and why those pivots helped position the company for its hike in revenue and eventual sale.DiBenedetto talks about the composition of Tribridge's board, careful listening and the board's relationship to the management of the company.DiBenedetto shares his theory of acquisitions and how it evolved based on the needs of Tribridge.The five culture points of Tribridge: "One was entrepreneurship, two was servant leadership, three was honesty and integrity, four was teamwork, and five was accountability. And so, to me the billion dollar was just the number to jump over because like any good entrepreneur I just got to jump. One was entrepreneurship, two was servant leadership, three was honesty and integrity, four was teamwork, and five was accountability. He was a phenomenal board member, he had grown multi-practice offices before, unbelievable. And we also geographically wanted to expand outside of both Tampa and Orlando because that’s where we were at that time.
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