Pragnesh's portfolio

Carysil

Q4-2025 concall

FUTURE GROWTH TRIGGERS

1…Quartz sink

=Quartz sinks grew at a 12% CAGR

A…Kaaran(lowe’s business via kaaran)

=Significant contract via customer KARRAN with a major US retail chain (Lowe’s) to supply 150,000 quartz sinks across 1,800+ stores.

B…Ikea(for quartz sink)

=Bidding for a global tender from IKEA which can increase their market share with IKEA from 25% to 75% in quartz sink. This is a non US tender. Final quality check and approval can happen within 60 days

=Currently 10% of their revenue comes from IKEA.

2…Steel sink

=Three-year CAGR: 20%, scaling to 155,000 units in FY25

=Breakthroughs with Kohler India, Hafele, ongoing supplies to IKEA (scored high in quality tests), and rising inquiries from US/EU.

=US and EU tariffs on China/Vietnam have resulted in “overwhelming response” for Indian steel sinks.

=Product Innovation: Introduction of 1.2mm thickness steel workstations (20% above standard) for differentiation; investment in second PVD machine for both domestic and export demand.

3…Kitchen faucet business
It grew 40% over last few years, with strong growth expected in FY26

4…Countertop & Surface Solutions

=New Category: Investment in India’s first organized kitchen and bathroom countertop fabrication facility (Delhi + 2 more centers this year).
=Cary Stone: Launching proprietary surface brand leveraging fabrication tech from UK/US subsidiaries for seamless sink-countertop integration.

5…CAPEX

=CAPEX: Rs 45 crore in FY25 (Rs 12 crore in Q4 alone), mainly for machinery, equipment, and moulds.

=CAPEX Plan: Rs 50 crore for FY26 (expansion across sinks, fabrication, appliances); further expansion to be decided based on demand sustainability.

A…Quartz sink
=Restarting Plant-4 (250,000 units capacity), which had been shut due to a downturn. Immediate investments earmarked for new moulds and infrastructure; additional capacity enhancement will be reviewed post ramp-up.

B…Steel sink
CAPEX of Rs 7-10 crore to add 70,000 units (total capacity to reach 250,000 units), operational by Q3 FY26.

C…Appliances & Faucets
Assembly/manufacturing of kitchen hoods and faucets commenced; current faucet assembly at 30,000-35,000 units/year, targeting 100,000 by year-end.

6…Geography

A…UAE

=Business Mix Shift: 80% appliances, 20% sinks (reversed from earlier).

=won a major contract with Emaar, UAE’s biggest developer.

=Showroom Expansion: Second showroom (3,000 sq. ft.) opening in Sharjah on Sheikh Zayed Road.

=The UAE subsidiary delivered strong growth in the appliance segment.

B…UK
=Carysil and its subsidiaries now among the top three kitchen category performers.

=Exclusive supply agreement with Howdens (largest UK kitchen manufacturer, 80,000-100,000 sinks/year).

C…USA

=Confident of turning profitable in FY26

D…Domestic

=Dealer Network: Expanded from 1,500 to 4,000 dealers; gallery count to grow from 140 to 200 by year-end.

=Domestic Revenue Target: Ambitious plan to grow India revenue by 25-30% to Rs 170-180 crores in FY26, with a mid-term vision to double to Rs 300 crores and long-term to Rs 500 crores.

=Distribution: 80% B2C, 20% B2B; leveraging existing channels but also tying up with large electronics retailers (e.g., G Mart in Kerala)

10…Future growth guidance

=Revenue Guidance: 15% YoY growth targeted for FY26 (~Rs 925-930 crore), with potential to reach Rs 1,000 crore annualized run-rate by Q3/Q4.

=EBITDA Margin Guidance: Management reiterated 18-20% margin band

Disc…invested

2 Likes

Mold tek packaging

Concall may 2025

MOAT

A…Tool room and various molds
That is strong moat. Very difficult for other companies and strong entry barrier.

B…Pharma USP: Rapid mold and product development due to in-house tool room—“Mold-Tek could do it in 1.5 to 2 months vs. 4-5 months for competitors.

=The point what Mold-Tek is trying to drive to pharma companies is our ability to develop new products faster than anybody else. Even the leaders in pharma packaging, we are in a position to meet or exceed them in terms of new product development.

================

Future growth triggers

1…Pharma

=As an opportunity, pharma is a huge
opportunity, close to Rs. 5,000 crores opportunity, including both exports and the Indian market.
So, even if we reach 1% to 2% of the market share, it will be close to Rs. 100 crores.

=By end of 1st year itself, company
achieved over 50% capacity
utilization to reach Breakeven level.
Further capacity expansion across
product mix planned by Q1/Q2.

=Out of 20+ pharma clients who cleared audits, only 4-5 have started commercial buying; more expected to ramp up.Huge opportunity ahead.

2…FMCG

A…Printing capacity
enhancement for handling
seasonal demand

FY 25 F&F growth of 11.76% as the new printing capacities started improving quarterly numbers

B…Square pack
FY 25 growth of 17.34% fueled by detergent segment and cashews

3…Paint

A…Aditya Birla steady growth
Aditya Birla Group (ABG): Capacity enhancement (brownfield) at Cheyyar and Panipat, operational from March/April.

B…Asian paints
IML adoption
Increased IML adoption; all four plants (Hyderabad, Satara, Vizag, Mysore) now equipped for IML production.

4…Lubricants

=Long term contracts to safe-guard volume share from industry leaders like Gulf, Shell, Castrol

5…Capex

A…pharma
-Capacity Expansion:
Current: 1,500 TPA; ramping up to 3,000 TPA by March 2026.

-Capex: Adding 5 new injection molding machines; molds arriving by June.

-Land: Applied for 2.5 acres adjacent to existing Sultanpur facility for future pharma expansion.

B…Printing Capex: Over Rs. 25 crore invested in flexo, offset, die-cutting, and rotogravure machines; printing capacity up >70%.

Capex and Capacity Developments
FY25 Capex: ~Rs. 140 crore (higher than earlier guidance of Rs. 70-80 crore), split between pharma, printing, and incremental paint capacity.
FY26 Capex Guidance: Rs. 70-80 crore.
Pharma: Rs. 20-25 crore for machinery/buildings; Rs. 10 crore for land acquisition.
Mahad plant: Rs. 14-15 crore.
Printing: Rs. 7-8 crore.

Disc…invested

1 Like

My journey started in sept 2017.
Till now i have sold less than 5% stocks.

Portfolio has given 28.76% XIRR(cagr) return during 2017-2025 .(dividend not calculated) v/s index return of 14.36%

As per peter lynch, if 2-3 stocks out of 10 stocks give extra ordinary performance, overall portfolio will have nice return.

However, we dont know, which stock will perform better than others. So we have to keep most good stocks for atleast 5 yrs before taking any decision to sell.
(That is my belief)

-Portfolio retturn @28.76% xirr(2017-2025)
-Performance of stocks(2017-2025)

1…>30% cagr return

Anup eng@ 62% cagr(4 yrs)
Kpr mill@49.88% cagr(5yrs)
Beta drugs@ 48% cagr(4 yrs)
Kei@46% cagr(5.5 yrs)
Pitti eng @43% cagr@ 3 yrs
Lt foods @ 41% cagr(5yrs)
Ion exhange @ 37% cagr(4.3 yrs)
Carysil@33% cagr@4.4 yrs

2…18%-30% cagr return

Ganesha eco @25.5% cagr(4yrs)
Ratnamani@25% cagr@5.3 yrs
Grauer@22% cagr(6yrs)
Alkyl amine@ 22% cagr@5yrs
Pix trans18.57% cagr@ 3.2 yrs

3…10-15% retrun(mediocre return)

Racl@13%@3.3yrs
Stylam@ 11% cagr@ 4yrs
Moldtek@10.5% cagr(6yrs)

4…Flat/ negative return
Apcotex@6% cagr(5.5yrs)
Paushak@2.8% cagr(5 yrs)
Astec@(-5% ) cagr
Hindware@(-7.4)% cagr@ 3.3 yrs

5…Recent( bought within 1-2 yr)
Prevest
Ice make
Bew eng
Jyoti resins
3b blackbio
Kaka ind

1…I will continue to hold above stocks
until fundaments change

2…Chemical stocks have given worst return .However post corona, there is headwinds for whole chemical industry. So i will hold them and waiting for their better performance

3…Hindware has performed worst.
-Waiting for better capital allocation post split

4… For Recently bought stocks like kaka, bew etc

=I normally hold stocks for minimum 5 yrs before taking decision .

So i will hold them until fundaments change


15 Likes

Moldtek packaging

Concall may 2025

MOAT

A…Tool room and various molds
That is strong moat. Very difficult for other companies and strong entry barrier.

B…Pharma USP: Rapid mold and product development due to in-house tool room—“Mold-Tek could do it in 1.5 to 2 months vs. 4-5 months for competitors.

=The point what Mold-Tek is trying to drive to pharma companies is our ability to develop new products faster than anybody else. Even the leaders in pharma packaging, we are in a position to meet or exceed them in terms of new product development.

=================

1…Pharma

=As an opportunity, pharma is a huge
opportunity, close to Rs. 5,000 crores opportunity, including both exports and the Indian market.
So, even if we reach 1% to 2% of the market share, it will be close to Rs. 100 crores.

=By end of 1st year itself, company
achieved over 50% capacity
utilization to reach Breakeven level.
Further capacity expansion across
product mix planned by Q1/Q2.

=Out of 20+ pharma clients who cleared audits, only 4-5 have started commercial buying; more expected to ramp up.Huge opportunity ahead.

2…FMCG

A…Printing capacity
enhancement for handling
seasonal demand

FY 25 F&F growth of 11.76% as the new printing capacities started improving quarterly numbers

B…Square pack
FY 25 growth of 17.34% fueled by detergent segment and cashews

3…Paint

A…Aditya Birla steady growth
Aditya Birla Group (ABG): Capacity enhancement (brownfield) at Cheyyar and Panipat, operational from March/April.

B…Asian paints
IML adoption
Increased IML adoption; all four plants (Hyderabad, Satara, Vizag, Mysore) now equipped for IML production.

4…Lubricants

=Long term contracts to safe-guard volume share from industry leaders like Gulf, Shell, Castrol

5…Capex

A…pharma
-Capacity Expansion:
Current: 1,500 TPA; ramping up to 3,000 TPA by March 2026.

-Capex: Adding 5 new injection molding machines; molds arriving by June.

-Land: Applied for 2.5 acres adjacent to existing Sultanpur facility for future pharma expansion.

B…Printing Capex: @ Rs. 25 crore printing capacity up >70%.

=FY25 Capex: ~Rs. 140 crore (higher than earlier guidance of Rs. 70-80 crore), split between pharma, printing, and incremental paint capacity.

FY26 Capex Guidance: Rs. 70-80 crore.

APCOTEX CONCALL Q4-2025

Concall Notes - May 2025

FUTURE GROWTH

1…Volume
=highest-ever quarterly volume

2…Export
=Highest export volume

3…Margin
Margin improved to 11%

=Margin Drivers: Higher volumes, improved capacity utilization, operational efficiencies.

Margin

=Post-COVID capacity additions (especially in nitrile latex) led to margin compression. Management expects margin normalization as capacity utilization improves and excess capacity is absorbed.

=Overcapacity Post-COVID: “More capacity was added in the last two years in nitrile latex than the previous 10-15 years.” This has led to low industry utilization and margin pressure.

=Management expects more rational capacity additions going forward, as the “post-COVID capacity gold rush” is over.

=Long-Term Margin
=On Industry Cyclicality: “Earlier our margins were between 3% and 8%… Now what we are looking at is 10% and 15% between good years and bad years.”

=We expect the margins to normalize at about 14-15%… even in years that have been very challenging, we have achieved margins of about for the last two years close to around 10%.” Without nitrile latex drag, margins would have been ~12%.

=Management is cautiously optimistic on margin recovery and growth, but flags “uncertainty” due to US tariffs and global overcapacity, especially in nitrile latex.

4…NBR
-95% capacity utilization
-Stable margin
-Waiting for Anti dumping

5…N.L
-75% capacity utilization
-Q4 saw improvement in margins, but overall margins remain under pressure
-Gold rush of corona is over, so margin will improve

6…Other Latexes (SB Latex, Styrene Acrylic, etc.)

=Non-nitrile latex volumes grew 8-10% YoY.

7…HSR (High Styrene Rubber)

  • Now only ~5% of business, with declining volumes. Management is not investing further here.

8…Capex
=Over Rs. 200 crores invested in two expansion projects in the last two years.

=We expect we will be okay till perhaps the middle of next financial year. So, we should have enough capacit

9…ROCE
=On Capacity Expansion: Will be “measured,” with a focus on maintaining 20-25% ROCE.

=================

Moats

A…Diversification

=Our main objective should be

1…No product should be more
than 15% of our overall product portfolio and

2 …No customer should be more than 2%.

=That is something we learned the hard way over the years.

B…Margin

Before 10 yrs margin was 3-7% during bad time/ good time.

Now margin is 10-15% during bad time/ good time.

=Due to this diversification , we are able to stabilize margin.

===================

2 Problems at present

1…Nitrile latex
(Overcapacity is problem post covid))

2…NBR
(Dumping is problem)

Ganesha eco

May 2025

Concall Notes

PERFORMACE

1…Crossed Rs. 200 crore in EBITDA and Rs. 100 crore in PAT for the first time.

2…Raw material
=Raw bottle scrap prices soared all time high during the quarter though prices have started to cool-off during May, 2025.

3…rPET fibre(rPSF)(textile)

=Legacy business ( rPSF fibre and granules) under pressure due to:

A…High input (scrap bottle) prices,
-High volatility in scrap bottle pricing, driven by increased exports of washed PET flakes (intermediate).

B…Crude price down , widening gap between vpsf and rpsf

4…rPET granules(bottle)

=Sales Volume of rPET granules moderated due to rising gap between virgin and rPET granules

=Gap widened to 30–35% due to falling crude (lowering virgin PET) and high bottle scrap prices

=Food-grade rPET granules “set a new benchmark in the industry.”
80% capacity utilization for rPET

=High entry barrier in rPET: “Very highly technical product…not everyone will be able to manufacture very high quality rPET production.”


FUTURE GROWTH TRIGGERS

1…rPET granules

=Strategically realigning product portfolio towards high-margin, value-added products(rPET granules)

=rPET fibres v/s rPET granules capacity

2023@ fibre@90% granules@0%
2024@ fibre@80% granules@10%
2025@ fibre@50% granules@20%
2027@ fibre@ 40% granules@50%

So company has kept fibre capcity constant while hugely expanded high margin rPET granules capacity from 2024 to 2027

2…Value added portfolio

=Value-added products currently ~40% of mix; targeted to rise to 55–60% in two years.

=Value-added product portfolio growing (antimicrobial fiber, hollow conjugated fiber, dyed fibers, etc.).

=End-user industries for value-added products: geotextiles, automotive, carpets, technical textiles, apparel, and home textiles.

=Focus on increasing market share in technical textiles and
household textiles sector.

3…Stabilization and ramp-up of Warangal and new capacities.

4…CAPEX:

Rs. 725 crore over 2 years; Rs. 90–100 crore already spent.
Fully funded; no immediate funding concerns.

A=600cr@orissa@greenfield
@67,500 MTPA@rPET granules @by H1FY27

B…125cr@warangal@brownfield
@22,500 MTPA @rPET granules @ Q4FY26

5…EPR Mandate & Plastic Waste Management Rules

=EPR (Extended Producer Responsibility) mandates 30% recycled content from April 1, 2025.
Management: “Plastic waste management rules…have also been implemented as per the schedule.”
Initial compliance slow; many brands still ramping up rPET usage.

6…Future growth guidance

=FY26 Revenue Guidance:
Rs. 1,700–1,750 crore (revised down from earlier Rs. 1,800–1,900 crore due to muted base business and stable rPET volumes).

=FY27 Revenue Guidance:
Dependent on new capacity ramp-up.

=FY28 Revenue Potential: Rs. 2,600–2,700 crore post-expansion.

=EBITDA Margins:
Consolidated margins expected to remain at improved levels (14–15%)

=====================

MOATS

1…Strategically realigning product portfolio towards high-margin, value-added products

2…High entry barrier in rPET: “Very highly technical product…not everyone will be able to manufacture very high quality rPET production.”

@Pragnesh How you are calculating your portfolio XIRR?

You can use this link for xirr

1 Like

@Pragnesh To calculate XIRR, we need to enter all the stocks and their respective multiple cashflows, correct? Thanks for your update :slightly_smiling_face:

1 Like

Added concord control system

Will share my thesis soon

2 Likes

Awaiting the thesis Pragnesh bhai.
Would like to understand your take on this company along with your view on the whole Railway Infra story.

1 Like

Concord control system

Revenue bifurcation

1…Traction(6%)
2…Coaching(55%)
3…Locomotive(40%)
-Through advance rail control pvt ltd
-DPWCS is product of this category

All below (revenue still not staerted)
4…Metro
5…Way side equipmemt
A…Kavach(progota)
B…Multi Section Digital Axle (MSDAC) (Progota )
C…Wheel Impact Load Detector (WILD)
(Concord Lab to Market Innovations )

1 Like

Concord control system

MOATS

1…Key Differentator

Q=What are the key differentials
in our approach compared to as we know, we have big players like HBL
and KEC Internationals that will help us to secure the orders. What we are
doing differently from them?

=Gaurav Lath: Three things.
A…Our technology
B…Low cost manufacturing due to everything in house
C…Quality

=Any Government tender is a very transparent process
where you have to technically win and qualify for the tender, and then you
have to financially win the bid.

=So our key differentiator would be our technology. And since everything is in house, we have really worked hard to make a product, if everybody is considered at par, we will also say that we are at par or better than others. But at a very, very low cost, we have
developed the entire product. So we will have its own competitive
advantage when we reach there.

2…The company is transitioning from being a Product(traction, coaching)/Equipment Supplier to a Solution Provider (locomotive and others) for Indian Railways

3…Diversified range of products

=We are very will diversified for railways products

=Our risk is very distributed between traction, coaching, locomotive.

= For example, three years
ago, there was electrification boom, so there was more growth in our
traction product. Now coaching has given good growth in past few yrs
Locomotive will be growth trigger for next few yrs.

So this keeps changing, when you are working with the Government, or a policy driven client, you always have to be well spread across verticals to ensure that nothing impacts your top line or bottom line to an extent where you’re not able to meet your targets.

4…R and D

=Today, as we speak Concord, Advanced Rail, Progota, all put together, we would have a strength of more than 60 or 70 plus engineers only focused on the R&D side, which gives us a very strong advantage and edge when we talk about getting the technologies,
ensuring that everything remains in house. We maintain our IPs.

=We ensure that the cost will be optimised from time-to-time within the technology. So that always remains our edge in our business

= Dedicated team towards developing new products or improving existing products

= R&D capabilities include product engineering, product simulation, prototyping and testing which are mainly undertaken at our manufacturing facilities.

= Currently developing several new products like product prototype of Control and Relay Panels and has received Capacity cum Capability Assessment certificate
for the same from RDS

5…New products development

A…DPWCS
=I think there are only three approved vendors. We are one of them
B…Kavach
C…WILD
D…MSDAC

6…Long Standing Relationship with our customers

7…On-time delivery of consignments

8…In-House Testing

9…Margin sustainable

=Till last yr, We have
always been a product driven Company, as I mentioned from traction and coaching standpoint.

=When you move from a product company to a solutions company, your margin tends to improve slightly. So we are hoping that it will further
improve. So sustaining should not be a problem .

4 Likes

Concord control system

FUTURE GROWTH TRIGGERS

1…According to the management, the company is targeting revenue growth at 40%-50% CAGR in the coming 3 to 5 years

=The company is also targeting to maintain EBITDA margins in the range of 23% to 25%

2…Locomotive(2024)

=Acquisition@2024@100%
@ Advanced Rail Controls Private Limited

Q=Which is major contributor in the growth guidance which is 40% to 50%?

Ans = locomotive

=From the locomotive products, we said that the target addressable
market is about ₹2.5 thousand crores for the next five to six years and
that is going to contribute maximum, because that adds a completely
new vertical at Concord.

=From traction and coaching, we added locomotive as a strong base. So that will steadily contribute to the
growth forward along with others.

=Company is a Leader in manufacturing few of the
most advance communication products used for Locomotives Operations

=After acquisition of
Advanced Rail, we are more focused on embedded electronics. Definitely it is a niche area and has a lot of value added in it

=When we began the acquisition of this company, its core focus was on embedded electronics for locomotives. Since then, the business has demonstrated significant progress and growth and that remains a key focus area for us

3…Traction products opportunity

=2x25 kV electrification on all new high density and high speed
routes.

=A large part of the network has now
been electrified. But with the recent change in the consumption pattern
of power or rather the power utilisation of the railway network, the
railway is now moving into 2x25 and that is a new market which is
opening up. And we’re already ready for it and have started supplying
products. So our entire range of products have moved from the
conventional traction products to these 2x25 KVA offering.

=We already have a product basket under traction for 2x25 kVA. Rather,
we would be one of the few companies or the early ones to move ahead and develop an entire productivity around traction products for 2x25. And
we are receiving orders as well as
executing them from time-to-time. We are very hopeful that the order size will keep increasing as the 2x25
installation increase in the Country.

4…Coaching products@ Growth driver of last few yrs

=Coaching products, we do a lot of products related to the passenger
coaches, which are from the inter vehicular couplers to BLDC fans,
emergency lights, cable management systems, and bellow ducts and
exhaust fans.

= This is a vertical phase, which has seen a significant growth in the past few years and has contributed largely to the EBITDA of the Company in the past few financial year performances.

5…New products
-DPWCS (super anaconda)
-MSDAC
-kavach
-Wild(wheel impact)

A=Wild@

=Received your first order under Concord Labs for the Wayside
Equipment’s.(May 2025)

B=DPWCS
=DPWCS is approved and will be commercialise soon

=We are in multiple advanced stages of finalisation of certain orders around this product.(may 2025)

C=MSDAC(approval pending)
=We will be getting an approval
soon from RDSO

D=Kavach(approval pending)
=The prototype for Kavach 4.0 is under evaluation by
RDSO, and we are always focused on and relentlessly working in
getting our SIL4 certifications, getting everything in order, and everything
is working in tandem.
And we are very hopeful of a better information and news in the recent
times

6…Metro business(2025)

=In FY25 we entered into a Transfer of Technology agreement with a German company for the metro business. This ToT is in the area of Overhead Monitoring systems for real time wire monitoring, precise diagnostics and actionable alerts essential for seamless operations

7…Huge business opportunity

Business opportunity size @47000 cr till 2030

A…Traction products@ 550 cr
B…Coaching products@750 cr
C…Metro@ 250cr
D…Locomotive@2500 cr
E…Kavach@ 40000cr
F…Wheel impact load@ 1000 cr
G…Multi section digital acle@2000cr

8…Export

=Not only railways in India, but with the help of WILD, with
the help of Advanced Rail and all the current technologies which we are
building today, we feel or hope that we are now well positioned to look at
the global market, and we are now aiming to explore more and more
solutions, support, system integration for global railway and locomotive
clients.

9…Hydrogen

=Our focus on hydrogen and battery powered locomotives is also increasing and we feel or hope that there will be a significant milestone which we will achieve in the coming years around hydrogen and battery powered locomotives, which again is not only an Indian railways business, but a global business with a lot of potential.

10…Kavach business

=(Nov 2024)
As per govt website
“Currently, 3 OEMs are approved for supply of Kavach System. To increase capacity and scale of implementation, trials and approval of more OEMs are at different stages.”

=Total 3 and later 1 companies are approved
-Medha
-Hbl power
-kernex
-cg power

=Acqusition@ 2023@26%
@Progota India Pvt Ltd

=Kavach business i.e. Progota India Pvt Ltd, we are soon to receive section allocation for field trials and tenders are expected for the same. Our prototype is also under
evaluation by RDSO for Kavach 4.0

11…DPWCS Business

(DISTRIBUTED POWER WIRELESS CONTROL SYSTEM)
(From Advanced Rail Controls Private Limited )

=In the DPWCS Business, which is the Super Anaconda, under advanced rail controls, the product and solution has come under serious reckoning by the Railways led by the safety
criteria and speed for freight movement.

=It can be a significantly large opportunity for fitment into existing as well new locomotives. The opportunity size in this business over the next 5-6 years is approximately Rs 2500 cr

=DPWCS is a product which is
focused on improving the freight movement in the Country, when the
Indian Government or the Indian Railways attach multiple freight trains into a single formation so that the throughput of the freight movement
improves. This is now becoming a very relevant technology in the current scenario, and the focus of Indian railways is increasing more and more in this area

=The
opportunity size in this business for the next four to five years would
roughly be approximately ₹2,000 plus crores. That’s why we are working
tirelessly every day to focus on this product and continuously grow the
business across the Country

=We are in multiple advanced stages of finalisation of certain orders around this product.

12…Wheel Impact load detector system(2025)
(Rev still not started)

= Our wheel impact load detector system under Concord Lab to Market Innovations Pvt Ltd which is our 49% associate company has received initial orders and we are positive about this business scaling up further. The opportunity size in this business over the next 5-6 years stands at approximately Rs 2000 cr.

=we have already secured certain
orders in this field and we are working towards finalisation of the same in
the recent coming weeks. So while it is again a large opportunity, we are
completely working towards getting the business soon and make it large

13…Multi Section Digital Axle Counter (MSDAC) (Progota India P Ltd)

=On the Wayside equipment, which we are also doing under Progota,
this is a product where we were getting a technology under Make in India
from Spain. We are again as per our last commitments, we are very well in
our milestones and achieving all the milestones for getting an approval
soon from RDSO and taking this forward.

=2000 cr business opportunity

================

4 Likes

Concord Control System:

What are your views on the following:

  1. Promoter holding reducing from 73% to 67%.
  2. Increasing cash conversion cycle from 83 to 265.
  3. Which products are right to win for the company? I see average product portfolio.
  4. Almost NIL FII and DII holding (have been reducing since last year).
  5. Company issuing preference shares (270000 at 450 in Oct 23 and 318000 at 1570 in Sept 24) on a regular basis? What’s the money being used for? And why alloting it to ace investors while no FII and DII holding? Is it a marketing gimmick?
  6. Stock is trading at 57 PE which is quiet high for a small cap company (ignoring the growth commitments as they may be over committing)

Would love to hear from you before deep diving into this company.

Dis. : No position, just studying.

1 Like

1…Promoter holding is decreased due to preferential allotment

2…Increasing cash conversion cycle is due to acquisition of advance rail which req higher inventories due to embedded electronics.

3…Differentiated products
-DPWCS (super anaconda)
-MSDAC
-kavach
-Wild(wheel impact)
-Metro

4…Fii/Dii holding donot matter for us.

5…Pe is definately high

I always buy stocks <35 pe
This is only stock i bought at 48 pe

6…First fund used for acquisition of concord lab to market
Secind tranche- dont know

4 Likes

I have added macfos(robu.in) in last 2-3 months.

I will share details about my aanalysis in short time

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Macfos ltd(Robu.in)

Macfos is engaged in e-retailing of electronics items through its e-commerce store website ‘Robu.in’ and mobile applications.

Specialized E-Com Store for electronics items including
-Robotic parts,
-Drone parts,
-E-bike parts,
-IoT & Wireless items,
-3d printer & parts,
-Laser cutting
-DIY learning kits,
-Development boards,
-Raspberry Pi
-Sensors, Motors, Pumps,
-Batteries and its chargers, -Electronic modules & Displays


Revenue split
55%@ corporate bulk product@offline
45% @b to c@ online

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