Swedish serial acquirer Bergman & Beving uses a "profit to working capital > 45%" ratio as its core KPI. This forces subsidiaries to generate enough cash to cover taxes, dividends, and internal investments, ensuring growth is self-funded and disciplined without relying on external capital.

The capital-intensive nature of e-commerce requires profits to be immediately reinvested into more inventory to fuel growth. This can lead to founders of high-revenue businesses living on modest salaries, making them "asset-rich" but "cash-poor" until an exit.

An efficient acquisition model uses the gross profit from a new customer's very first transaction to fund the acquisition of the next customer. This transforms customer payments into a direct, self-perpetuating marketing budget, enabling growth without external capital by playing with "house money."

Management's cash incentives are linked to operating earnings, while stock awards are tied to sustainable revenue growth. This two-part structure prevents executives from pursuing revenue at any cost, ensuring that growth translates into actual value for shareholders, as evidenced by their refusal to overpay for acquisitions.

The company acquires new corporate listings for just ~$3,700 each, generating a lifetime value of up to $500,000. Despite these incredible unit economics, growth is constrained by the finite number of companies seeking to go public, not by the company's marketing budget or ability to acquire customers.

This model focuses on rapid cash conversion by making gross profit from a new customer in the first 30 days exceed twice the cost of acquiring and serving them. This self-funding loop eliminates cash flow as a growth constraint, allowing for aggressive scaling.

When a company's stock trades at a significant discount to tangible assets, the market signals that every new dollar invested is immediately devalued. The correct capital allocation is returning capital to shareholders via buybacks or dividends, not pursuing growth projects that the market refuses to credit.

Over a decade, OTC Markets' free cash flow grew at 14% annually, while revenue grew at 11%. This three-percentage-point gap indicates significant operating leverage, as the business can grow profits and cash flow much faster than its top line without proportional cost increases.

A key investment criterion is capital efficiency, defined as current revenue being greater than all historical cash burned since inception. This "one-to-one ratio" acts as a proxy for return on equity and identifies businesses with strong underlying models, keeping the firm out of trouble.