Gary Norcross is the leader and chief executive officer of Fidelity National Information Services (FIS). Based in Jacksonville, Fla., FIS has progressed – through a mixture of aggressive acquisitions and organic development – into a major player in the global market for providing technology answers to the financial-services industry. 9.1 billion acquisition of SunGard, a financial software and technology services company.
He is navigating an interval of intense curiosity about the products and services that FIS provides, as demand grows for real-time payments and better transactional security. St. Johns River Norcross explained how this incumbent is dealing with disruption and fueling technology. B: FIS’s story has been one of significant growth over time, driven in large part by mergers and acquisition: Alltel Information Services in 2003, Metavante in ’09 2009, SunGard in 2015, and, among, a succession of smaller deals. What is FIS’s M&A strategy?
- Situations where control of the fundamental asset has normally been transferred include
- Lack of buck liquidity
- Total risk equals unique risk of security times organized risk
- Install an autofill water level controller
NORCROSS: A lot of people would say we’re an inorganic company because we’ve had a significant variety of acquisitions. At the highest level, that’s true. But I inform the next to my command team on a regular basis – and we talk about it over the company: In order for us to be able to continue doing inorganic offers, we must perform naturally. Organic growth and organic execution offer you permission to consider an inorganic opportunity.
Companies that are pure-play acquisition companies will buy multiple resources with a great deal of overlap, run them highly independently, and get a slim leverage out of some infrastructure functions. If those types are got by you of companies at an extremely low valuation, it’s a good strategy. B: Do you have a couple of specific financial metrics you take a look at? B: So how do you get a mind-start integration? NORCROSS: It begins early.
Cultural alignment comes out through homework. It truly is your chance to hear how people think about their business and where they’re going to take it. Also, to be honest, if you don’t have strong cultural alignment, at a minimum you need to be very alert to that with regard to your integration plans.
I’ll offer you a great example. Metavante was an excellent acquisition for us. We understood the cultural position piece was going to be the toughest thing with them. That they had grown inside a sizable lender and had lately spun out – so that they had a banking culture, while we were raised as a technology company.