Q : Describe Cox ’ s conviction-toexperimentation model in terms of diversifying our business .
Shereta : We closely align our diversification efforts with our purpose and associate with companies that are going to make the world a better place . We start small and build relationships with target companies and different partners in those segments to learn more . We then make small investments to get a seat at the table and forge connections from the inside out . We partner with people in minority investments to go even bigger once we have some conviction in a space and then decide to make an acquisition or large-scale investment . While the different sectors we cover are in various places on that spectrum , they all follow a start-small-and-acquire-more model as we establish conviction through experimentation .
Q : How is Cox poised to address the intersection of wired and wireless connectivity ?
Sujata : Connectivity is transforming how we can connect our customers with the people and experiences that matter most to them — whether it ’ s a residential customer watching their favorite show or a small business owner interacting with their employees and customers . In the future , we ’ ll live in a world where customers won ’ t define their connectivity as wired or wireless — they will just want it to be fast , secure and reliable , wherever and whenever they want it . We want to be their chosen connectivity provider , regardless of whether that connection is fixed or mobile . Folks like Tony and his team are preparing our company for that future .
Q : As Cox continues to evolve , there ’ s crossover among connectivity , mobility and sustainability , which begs the question : How do we define our company ?
Shereta : I think of Cox as a service provider . When we look at the segments we ’ re targeting , we try to leverage the digitization of services and the shift to providing services in a more efficient way . Across our company , we ’ re really starting to provide software that makes it easier for businesses to provide their services to customers .
Amy : There ’ s this intersection at Cox between the human element and technology . Over this past year , we ’ ve discovered our superpower is how we manage that intersection to be a great operator .
Q : What has the pandemic taught us about our company and our teams ?
Tony : Nobody knew the pandemic was coming , but we were already in the process of upgrading the network for the next wave of future growth . If we hadn ’ t been proactive in planning and investing for that growth , we could ’ ve been in a very bad place with network congestion and poor customer service . People needed their internet connectivity during this pandemic — it was critical to their livelihood and the success of so many families . Our technology was a great enabler that made a big difference in millions of lives .
Joe : I think the governor is still speaking to the family through his will , where he said , “ Take care of the employees , who will take care of our customers , who will take care of the family .” Because Cox does right by our employees , they come through for the company , which is how we ’ ve been successful during the pandemic . Teams in the field showed up with masks on , not knowing what COVID-19 was really about , to do their jobs . It ’ s the relationship between the family and employees that keeps this thing together .
Amy : There ’ s a grit to the way we operate across the business . It boils down to each individual and how they contribute . If you think about that day in March when the automotive industry shut down and we locked the doors of every dealership and auction across the country , the superheroes were the technology we had built that enabled us to facilitate sales without anyone showing up at a location , and the people who got back in there a week later to make sure we were getting vehicles assessed , refurbished and back on the street .
16 SUMMER 2021
Shereta Williams , Cox Enterprises