"Dynamite!" said Bob Therrien of the results. Bob became a multi-millionaire.
The annual order rate climbed by two orders of magnitude, a factor of one hundred, from stagnation under $4 million to more than $.5 Billion. Brooks' 50 percent Compound Annual Growth Rate (CAGR) from 1991-1995 was double that of their semiconductor equipment field. Brooks' 77.5 percent growth in 1996 out-performed their industry's 11.8 percent rate.
Brooks progressed from selling simple robots selling for a few thousand dollars, to complete vacuum systems (cluster tools) selling for hundreds of thousands of dollars. As a result, the Average Selling Price (ASP) climbed by two orders of magnitude, a factor of one hundred.
Brooks leaped from 35 employees, to 3,500; two orders of magnitude, a factor of one hundred.
Brooks went public with an IPO in February, 1995; and raised an additional $81 million from the public capital markets in 1997.
The company that they purchased for $2.1 million in 1989 achieved a market capitalization of $1.6 Billion, an eight hundred times increase in valuation; nearly three orders of magnitude.
Basic customer needs and the benefits that Brooks delivered became crystallized, providing customer-oriented direction to engineering. That direction was vacuum cluster tooling. By 1997, vacuum products represented 97% of Brooks revenues.
Brooks retains both technology and market leadership in cluster tooling. For example, Brooks' 1997 design-in share of the vacuum cluster tool market was 43 of the 66 vacuum equipment manufacturers.