Lauren Taylor Wolfe 在 Sohn 2025 推介 WEX

Welcome our first speaker, Lauren Taylor Wolfe, co-founder and managing partner of Impactive Capital.

Hi, everyone. First, I want to thank the Iris Foundation. It's a true honor and pleasure to be here supporting such an important cause. So today, I'll be discussing WEX. WEX is a $4 billion B2B payments company that got lost in the shuffle. This is a classic Impactive investment: a high-quality business with high-quality assets that are misunderstood and trading far below their intrinsic value. Change is what will close the gap.

1. WEX Trades At A Discount

WEX is a category leader in its 3 niche segments: mobility, corporate payments, and benefits. It has sticky revenues, high margins, network effects, and it's a capital-light model. Yet, despite all of that, WEX trades at just 8 times next year's earnings, the lowest multiple in the company's history and roughly half that of its closest peer. So why the disconnect? Complexity, complacency, and a lack of alignment. And that's our opportunity.

2. Three Businesses Under One Ticker

WEX is actually 3 separate high-quality businesses under 1 ticker. In mobility, WEX runs a closed-loop payment network connecting about 20 million commercial vehicles to 90% of the fueling and charging stations in North America. It's a duopoly with Corpay, and it has over 40% market share. In the benefits segment, WEX manages HSAs and FSAs for over 21 million accounts. These are sticky, recurring revenues. They grow at attractive clips, and they are high margin. Think HealthEquity, just a fraction of the multiple.

And finally, in the corporate payments segment, this is a capital-light B2B accounts payable automation platform. It's a more competitive end market, but it's still very solid and profitable. So what's the problem? These segments don't belong under the same roof, and investors know it. The market is punishing WEX for the complicated conglomerate structure, and as a result, the stock trades today at a massive discount to the current sum-of-the-parts valuation.

3. WEX Loses To Corpay

Now, despite this structure and because of the quality of these assets and businesses, WEX has been able to deliver a low-teens earnings CAGR over the past 15 years, yet the stock has been flat for roughly a decade. Compare that to its closest peer, Corpay, which started with similar assets a decade ago and has more than doubled. Today, WEX trades at just 8 times earnings, a 50% discount to Corpay and a huge drop from its historical multiple.

Same starting point. In 2011, these companies had almost identical assets. They both traded at about $2 billion to $2.5 billion of enterprise value, but had wildly different outcomes. Today, WEX's enterprise value is $8 billion versus Corpay's $30 billion. So why the gap? Capital allocation, shareholder alignment, and strategic oversight. These are all within the control of the company's board and management team.

Today, Corpay's margins are 20 points higher. Its returns on incremental invested capital are 3 times better. Most importantly, company insiders own 5 times what WEX's board and management team collectively own. That 5% ownership versus WEX's 1% equates to about $1 billion. This creates a materially different incentive structure and significant shareholder alignment. That tells you everything.

4. Impactive Demands Board Change

Misaligned incentives, missed opportunities, and the results speak for themselves. WEX's management and board have no skin in the game and no sense of urgency. So at Impactive, we're doing something about it. Last year, we requested 1 board seat proportional to our 7% ownership. And we recently announced that we're voting against 3 long-tenure directors. These are the same people who oversaw 2% shareholder returns for a decade. And it's time for a change.

We're using our vote to send a message that we believe in WEX. We think over 3 to 5 years there's 2x to 3x upside from today's price. So the upside is compelling, but we simply need better stewardship and alignment. With an owner in the boardroom and better alignment, we can drive tremendous upside on just today's valuation.

5. The Sum Of The Parts

WEX's classic conglomerate discount is a liability to its multiple, driving today's 7.5x EV/EBITDA multiple. Most investors look at the company and say, "Ugh, too complicated," and put it simply into a too-hard bucket. But if you separate the pieces, again, just on today, the math is very compelling.

WEX's closest peer on the benefits side is HealthEquity. They have similar organic growth and similar margins, except HealthEquity trades at 18x EBITDA versus WEX's 7.5x. At HealthEquity's multiple, the WEX benefits business alone would be worth the entire market cap of the company. At a 9x EBITDA multiple for the remaining mobility and corporate payments business, even accounting for dis-synergies from a potential spin-off of that benefits business, we see over 60% upside from today. This allows each business to focus on its own operational decisions and capital allocation decisions.

So to wrap up, WEX is a high-quality business stuck in a low-quality structure. At Impactive, we're invested, we're engaged, and we're pushing for value-unlocking change. WEX doesn't need to be reinvented. It just needs to be realigned. And all of that starts with change at the board level. Thank you.

Thank you, Lauren. Thank you all for being here today and contributing to an incredible cause. I'm Eric. I'm the lightning-round question guy, which is good news because I typically have a lot more questions than I have answers.

So I have a question for Lauren here. I love an activist campaign—the excitement, the headlines, being in the press all day. What's not to like? I'm just curious: What are you actually trying to achieve?

6. Activism Targets A Separation

So we've owned WEX for quite some time, and we are activists, but we typically prefer to work behind the scenes. This one is a situation where each of the segments is worth so much more. We see 2x to 3x the stock price in a 3-to-5-year period by being able to isolate each segment so that each has its own balance sheet, its own operating decisions to make, and its own capital allocation decisions to optimize. We see tremendous upside.

The challenge has been that the board is unwilling to accept shareholders in the boardroom, and we think that will change very soon. The message I want to send is that we very much want to work alongside this management team and board, collaborate, and work shoulder-to-shoulder with them to achieve that 2x to 3x over a 3-to-5-year period.

Awesome. Thanks, Lauren. Thank you.