New Pendulum _________________________________________________________________________________________________
drove the business . It was amazing to watch the company , and our employees , rally . By the next day , they were taking calls in makeshift call centers . By the end of the week , they were shipping orders . I realized as I watched them navigate through this difficult situation that I would be crazy not to at least start my career there if I had an opportunity to . So , I did , and I never left . I ’ d never want to .”
Robust relationships
The management of New Pendulum are many of the same people who play leadership roles at New Pig , and that ’ s not down to chance , but rather , by design . “ We have proven our approach and built unique competencies in the success of New Pig over nearly four decades , so our belief is that if we seek to create similar levels of performance in other companies , those leaders and competencies are a natural fit . That structure is a strength for New Pendulum , as we have built significant inhouse resources to help ensure the success of any acquisition . We don ’ t rely on outside consultants , as we have a system and standards built from direct experience .
“ In the past , New Pendulum was very much a silent entity providing financing and high-level strategic guidance for the companies ,” Clark explains . “ In the last year or so , we have been shifting toward New Pendulum being more visible in the market and more aggressive in positioning ourselves for growing our family of companies . It ’ s an exciting time for us , and it ’ s exciting to see the reception we get when talking to potential acquisitions . Many of them already know us and our reputation through New Pig .
“ As part of the ethos and culture we ’ ve built over the years , we know supplier partners are a crucial part of the business . While many companies talk about suppliers as partners , when you go out into the market , you sometimes see demand-side behaviors that don ’ t necessarily support partnership .
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