3/ R&D Expertise: Market leader across many intermediates | 66 R&D Personnel | 8 Process Patents | 1-2% of rev
High Entry Barriers due to the complex chemistries
The capacity of 6060 MTPA (3600MTPA recently through inorganic): old plant of 2460 MTPA at 60% utilisation
4/ Breakup of the rev π
Could be helpful in tracking how the offtake of other companies are; for ex: they supply intermediates of Dolutegravir to Laurus Labs.
5/ 5 customers account for 44% of the rev: Concentration risk; any change in end product offtake will have reverberations into their P&L.
GMs have increased from 33% to 45% in 3yrs: Might not be sustainable
6/ Acquired the incremental 3600 MTPA capacity for just 93crs; ability to scale up with higher value products is a key trackable.
7/ Financials:
High Working capital requirements: weak cash flow conversion | High Asset Turnover ensures a good return on capital
Revenue growth might sustain as the new plants ramp up, although margins look to be on the higher side (Gross margins look subnormal)
8/ Risks:
- Unlisted group company into APIs which wasn't mentioned in the IPO prospectus; check out the tweets below by @arpit971 & @tusharbohra
- Any adverse USFDA reaction
- Not clear if they can pass on the RM price increases
9/
- Operations are dependent on the ability to collaborate & innovate; a key trackable
- Newly acquired plants (60% of total capacity) from Gujarat Organics might not yield effective results.
- Product concentration risks: 40-45% of rev from 2 products π
10/
Outlook:
Better be cautious rather than aggressive in betting on a new company (not to forget, in a sector which is currently valued as if nothing can go wrong) with so many unknowns; even the valuations are not in our favour.
Comparison with the peers π
End of Thread.
Edit: They have mentioned their group company "Ami Lifesciences" which is into APIs in their RHP.
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Started a week ago, not knowing how to write a single line of code
I wanted to read the Bhagavad Gita daily, but couldn't find an app that felt right. So I built one.
Ended with a full iOS app live @10minutegita on the App Store:
β 239 daily readings of the Bhagavad Gita
β Original Sanskrit shlokas + transliteration
β Verse-by-verse translations & commentary
β Personal daily reflections
β Streak tracking with calendar heatmap
β Shareable verse cards with 8 gradient themes
β Hindi & English bilingual support
β Light/dark mode, adjustable fonts
β Completely offline after download
Total cost: $200 Claude Max Subscription + $20 ChatGPT Pro Subscription + $99 Apple Developer fee
Lines of code I wrote: 0
Claude Code wrote everything. I just described what I wanted in plain English (non-technical background). Codex reviewed it. Now it's live on the App Store.
The barrier to building isn't coding anymore. It's just knowing what problem you want solved.
If this is of value to you, I'd appreciate it if you downloaded the app & let me know your feedback. Process attached below
DM me if you want help building something similar.
What Claude Code actually did:
β’ Created 50+ files with React Native, Expo Router, TypeScript
β’ Set up file-based routing, state management, and AsyncStorage
β’ Wrote & validated 239 snippets in English and Hindi
β’ Ran 20+ parallel agents to fix Hindi data quality issues
β’ Built a share card generator from scratch
β’ Fixed bugs when I just pasted screenshots
β’ Set up GitHub Actions CI/CD
β’ Prepared App Store metadata and submission
They play the role of the Orchestrator: A platform that connects to & finds synergies among 1000s of local networks across the world to create collective value for the network & its stakeholders
H/T @Chins1729 π
2/ It's hard for a traditional firm to move towards being a Network Orchestrator
X | From thinking about their firm β The whole Network
Y | From Management control β Empowerment
Z | Shift in Value Creation through Specialisation β Integration
High Entry Barrier π§
3/ X
Two retail stores in New York City may appear to be direct competitors, but this is an illusion.
Each store has a supply chain stretching from its shelves out to the world
Before a customer walks into the store, often the game is over based on the superior supply chain.
A Regulated Monopoly Lender with zero NPAs & growing faster than HDFC & ICICI Banks
I authored this on Dec 2021 when the stock was barely talked about, posting it today to improve my engagement numbers on Twitter β¨
A Thread π§΅π
1/ History.
IRFC was established in 1986 as a dedicated market borrowing arm of the Indian Railways, registered with the RBI as an NBFC (Systematically Important)
But why do Railways need them, can't they directly ask for funds from the Ministry of Railways (MoR)?
2/ Here, enters the Government according to whom raising money from the open market is not the duty of MoR, it is the duty of the Ministry of Finance (MoF)
which didn't want to act as an intermediary & thus IRFC was born to raise money& fund the capital needs of Indian Railways.
Real estate stocks have taken a tiny hit due to the interest rate hikes
Zoom Out. This is just a minor blip in this cycle
If the cycle goes the way it has in the past, most of the companies can become 5-10x larger in the next 5 years
If it doesn't, you still double your money.
1/ From Godrej Properties Q2FY23 concall
Price acceleration (across all markets) is driven by the end consumer & not just investors. Interesting.
2/ Continuing on the above... Mr. Godrej is quite bullish on the real estate cycle picking up in the next 4-5 years. That's why they are doing a lot of asset-heavy deals these days & did massive QIPs.
Later, we might see a downcycle again. Still, good times are probably near.
Strong execution from Sunteck Realty: Targeting a 1800crs TTM Pre-sales by FY23 end.
- $ 3.8 billion (30K crores+) is Est. Gross Development Value (GDV) of the upcoming project pipeline in the next 7-8 years
- 37 million sq ft Across 7 projects
Very Interesting!
1/ They have nearly 2000 crores unsold inventory as of the date
They are also planning to launch 6000 crores worth of projects in the next 18 months
If the demand scenario stays robust, the targets above should not be hard to meet
Target: Double Pre-sales every 2-2.5 years π
2/ "Sunteck has grown in the last 15 years with all the headwinds in the industry. We have been able to grow at a time when most other players have not been able to survive." ~ Kamal Khetan, Chairman & MD.