Most decisions in business are distorted by the exit. Products are built to be demoed, companies are built to be sold, and the buyer's due diligence becomes the real customer. Remove the exit and the distortion goes with it.
USK is built to hold what it owns for decades. That is not a promise never to sell; it is a default that changes how we work. We can choose slower, sturdier engineering. We can price a business on what it will earn in year fifteen rather than what it might fetch in year three. We can keep a team that would be the first line cut in an acquisition, because the team is the capability, and capability is the thing we are compounding.
The long hold also sets the bar for what gets in. A business that only makes sense with a fast exit does not belong under the parent. A business that gets better the longer it is run does.