OUR VISION

Be a world class global logistics provider by delivering cost-effective, on-time solutions powered by sustainable & alternate energy, while prioritizing streamlined operations and exceptional customer service.

KEY DIFFERENTIATORS

Strong networks of subsidiaries and partners
GDL has a strong network of subsidiary businesses and partnerships with leading companies. This enables us to provide customers with a comprehensive and cost-effective solution.

Wide range of logistics services
GDL provides a comprehensive range of services, from transportation and distribution to warehousing and supply chain management globally.

Innovation and technology 
The company is dedicated to staying at the forefront of logistics technology and is constantly investing in new solutions to improve efficiency and meet the changing needs of its customers.

Economies of scale
By consolidating operations under a single management structure, GDL can achieve greater efficiency in its operations and leverage economies of scale. This can result in lower costs and better pricing for customers.

Skilled workforce
GDL prides itself on its globally highly skilled and experienced workforce, which is one of its greatest assets. The company’s employees are knowledgeable, dedicated, and committed to providing the best possible service to clients.

Sustainability
The company also has a strong commitment to sustainability and environmentally friendly practices. It has implemented several initiatives to reduce its carbon footprint and minimize the environmental impact of its operations.

ACQUISITION STRATEGY

GDL has formulated a potent acquisition strategy that emphasizes the identification of prospective targets to broaden the company’s operations, penetrate new markets, and diversify its service portfolio. This pre-defined approach facilitates the achievement of the company’s growth and expansion objectives while concurrently bolstering its market position and competitive edge.

DEFINE ROADMAP

GDL has a clear strategy for its overall acquisition. These include factors such as the types of companies we are going to acquire and the markets we are going to enter. Our roadmap carries a precise financial and operational KPI target.

MARKET ANALYSIS

We have conducted a thorough analysis of the market to identify potential targets that are a good fit for our strategy. These include researching potential acquisition targets, analyzing their financials and competitive landscape, and assessing their potential for growth and value creation.

PRIORITIZE TARGETS

Based on our market analysis, we prioritize potential acquisition targets based on factors such as their strategic fit, financial performance, and cultural alignment. This helps us focus our resources on the most promising opportunities.

DEVELOP A TIMELINE

GDL develops a proper timeline for executing our acquisitions. This timeline includes milestones and key dates for each acquisition, as well as any dependencies or contingencies.

ALLOCATE RESOURCES

Based on our acquisition strategy and timeline, GDL allocates the necessary resources to execute the acquisitions. This may include financial resources, such as capital and financing, as well as operational resources, such as personnel and technology.

Vector Power Works Division

Vector Power Works is the research and development arm of Global Dot Logistics, focusing its efforts on the acquisition and licensing of innovative technologies, and theoretical ideas in the field of alternative energy.

GDL is committed to modernizing its commercial fleet with advanced energy-efficient powertrains. The company plans to incorporate LNG and a variety of other eco-friendly engines to enhance performance and sustainability. Additionally, Vector Power Works is currently negotiating the purchase of a German firm known for crafting the specialized equipment necessary for fulfilling client needs. This progression marks a significant stride for GDL in the realm of alternative energy, showcasing their readiness to cater to the escalating demand for eco-conscious energy solutions.

Investment Philosophy

At Global Dot Logistics, our investment philosophy prioritizes long-term value creation and risk management. Our goal is to deliver consistent, superior returns to our investors over time by investing in high-quality companies that operate in the global logistics sector. We follow an investment approach that emphasizes leveraging our core competencies and strengths in the logistics industry to identify opportunities with long-term growth potential. 

Focus on core

At GDL, we believe that focusing on our core strengths is essential to delivering long-term value to our investors. Our core focus is on investing in high-quality companies in the global logistics sector, where we have deep expertise and a proven track record of success.

Sustainability and Social Responsibility

We believe that companies that operate in a sustainable and socially responsible manner are more likely to deliver long-term value to their investors and stakeholders.

Technology and Innovation

Technology and innovation are key drivers of long-term value creation for our investors. We actively seek out companies that are leveraging technology and innovation to improve their operations, increase efficiency, and enhance the customer experience. 

Manage Risk

We employ a variety of risk management strategies to protect our investor’s capital. These strategies include diversification across logistics sector and geographies to reduce exposure to any single risk factor. 

Portfolio Diversification

We believe that a diversified portfolio of investments can help mitigate risk and increase the likelihood of delivering strong long-term returns to our investors. 

INTEGRATION PROCESS

GDL follows a comprehensive and strategic approach to integrate its operations effectively. Integration is crucial for optimizing efficiency, reducing costs, and maximizing overall performance. Key steps for integration process: 

  • Assess Current Operations: Begin by conducting a thorough assessment of the company’s existing operations, including its subsidiaries, business units, and key functions. Identify redundancies, overlaps, and areas of improvement. 
  • Define Integration Objectives: Clearly define the integration objectives and align them with the company’s overall business strategy. This may include streamlining processes, enhancing customer service, leveraging synergies, and achieving cost savings. 
  • Integrate Lease buy-back programs- Integrating a lease buy-back program allows our subsidiary companies to optimize fleet management, access capital, reduce maintenance burdens, and adopt advanced equipment for improved efficiency and sustainability. This integration strategy enhances financial flexibility and competitiveness in the logistics industry. 
  • Invest in sustainable energy engines- GDL is committed to clean energy and aims to equip its entire commercial fleet with alternative-energy powertrains by 2024. To achieve this ambitious goal, we have launched Vector Power Works, a specialized manufacturing unit responsible for designing, producing, and installing state-of-the-art equipment in our commercial vehicles. This strategic initiative reinforces our dedication to sustainability and accelerates the adoption of clean energy solutions throughout our operations. 
  • Establish Integration Team: Form a dedicated integration team consisting of cross-functional experts and leaders from various business units. This team will be responsible for overseeing the integration process, communication, and change management. 
  • Communication and Change Management: Develop a comprehensive communication strategy to ensure all stakeholders are informed about the integration plans, benefits, and timelines. Address any potential resistance to change and actively involve employees in the process. 
  • Cultural Integration: Pay close attention to cultural integration, especially if the company has acquired businesses with different organizational cultures. Foster a sense of unity, shared values, and collaboration among employees to create a cohesive and motivated workforce. 
  • Technology Integration: Assess the technological infrastructure of all entities involved and plan for a smooth integration of IT systems. Implement a phased approach to minimize disruptions and ensure data integrity throughout the process. 
  • Supply Chain Optimization: Optimize the supply chain by identifying opportunities for consolidation, route optimization, and improved coordination among various business units. This can lead to significant cost savings and enhanced customer service. 
  • Vendor and Supplier Management: Review vendor and supplier relationships across the integrated entities to identify opportunities for centralization and standardization. Negotiate volume-based discounts and contracts to improve overall procurement efficiency. 
  • Performance Metrics and KPIs: Develop a unified set of performance metrics and key performance indicators (KPIs) to measure the success of the integration. This will help monitor progress, identify bottlenecks, and address any operational challenges. 
  • Talent Development and Retention: Invest in talent development programs to nurture the skills and expertise of employees. Provide growth opportunities and incentives to retain top talent, ensuring a stable and committed workforce. 
  • Leverage Technology and Data Analytics: Utilize advanced data analytics and technology solutions to gain valuable insights into integrated operations. This data-driven approach will enable better decision-making and uncover new growth opportunities. 
  • Continuous Improvement: Integration is an ongoing process. Encourage a culture of continuous improvement and innovation, fostering a mindset of adapting to changing market dynamics and seeking optimization opportunities. 

Focus on core

At GDL, we believe that focusing on our core strengths is essential to delivering long-term value to our investors. Our core focus is on investing in high-quality companies in the global logistics sector, where we have deep expertise and a proven track record of success.

Sustainability ad Social Responsibility

We believe that companies that operate in a sustainable and socially responsible manner are more likely to deliver long-term value to their investors and stakeholders.

Technology and Innovation

Technology and innovation are key drivers of long-term value creation for our investors. We actively seek out companies that are leveraging technology and innovation to improve their operations, increase efficiency, and enhance the customer experience. 

Manage Risk

We employ a variety of risk management strategies to protect our investor’s capital. These strategies include diversification across logistics sector and geographies to reduce exposure to any single risk factor. 

Portfolio Diversification

We believe that a diversified portfolio of investments can help mitigate risk and increase the likelihood of delivering strong long-term returns to our investors. 

OUR TEAM

David Stybr

President

David Štýbr, Livento Group's CEO since 2015 and BOXO founder, leads business operations, projects, and the team. His previous roles include being the CEO of OTT Ventures, the Director of Property and Facility at CPI Property Group, and the Director of CPI Byty at CPI Byty. He is an expert in strategic planning, financial governance, and proactive business orientation.

Karel Cvejn

Director of Operations

Karel Cvejn is the CEO of Sambular Logistics, a top transportation and logistics service provider in the Czech Republic. With 20+ years of experience, he understands the logistics and supply chain management industry well. Cvejn has successfully driven company growth and profitability, establishing Sambular as one of the most respected industry players.

Francis Fytton

Strategy Manager - US

Francis Fytton's success story began with Internet Advisory Corporation in 1997, which he grew into a $100 million market-cap public company. He went on to create three more successful public companies and gained a reputation as a highly successful business leader. Fytton currently serves as Director of Gold Coast Venture Corporation in South Florida. He is also part of the leadership program at Florida Atlantic University.

David Zich

Treasury and Secretary

David Zich, Secretary and Treasurer of Livento Group and BOXO since 2022, oversees operational management activities, including change management, communication, HR, and strategic metrics. Prior to this, he served as key account and sales manager at a hospitality timeshare company (2018-2022) and project manager at Euro Dot (2020-2022).

Michal Zelezny

Independent Director

Michal, an executive officer with 20 years of experience in customs and logistics, identifies and implements new processes, technologies, and systems to improve the company's operations. He reviews cost control reports and staffing requirements for projects and presents periodic performance reports to the CEO. Michal stays updated on emerging technologies and trends in operations management to support his duties effectively.

Ashwin Hassija

Head of Investment - US

Ashwin is responsible for developing and executing the investment strategy of the company in the United States. He has more than 20 years of global investment experience in diversified industries. His role involves identifying and evaluating investment opportunities, conducting due diligence, executing transactions and effective communication with stakeholders. Ashwin also collaborates closely with the executive team to develop and implement the company's overall strategy.

Michael Henriksen

Investment Manager - US

Michael is a seasoned investment strategist with extensive expertise in business development, sales, and client acquisition within the US market. He excels at creating and implementing strategies that drive revenue growth and enhance brand awareness. Michael values building long-term relationships with clients, helping them cultivate loyal and engaged customer bases for sustainable business growth.

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The Global Dot Logistics, Inc. website and related public media outlets are presented for our clients, customers, suppliers, vendors, contract partners and others who have or may participate in the daily activities of the company, its subsidiaries, and affiliates. Under no condition or circumstances should the information, pictures or related content be distributed or considered for making an investment decision to purchase or sell securities. Such acts, representations and activities are exclusively governed and sanctioned by formal documents submitted or authorized by the Securities and Exchange Commission (SEC), or other jurisdictions governed by law or administrative requirements.

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