firm Adlocis Partners. Once I did that,
I then put a team together. I hope to
have the core team in place within a
couple of months.
Q That’s pretty exciting.
It’s very, very exciting. It’s
just something that has been a long
time in the making and dear to me, if
you will, because I’ve had an
entrepreneurial bug since I was young.
I just finally got to the place in my life
where I had the experience and where
I believe my vision and my strategy are
going to differentiate us. I think timing
is also opportune, because the
likelihood that the supply of special
situations—which is going to be my
acquisition focus—will pick up over
the next year or two is just much
higher, I think, than it has been. So it
was the combination of the right time
for me personally as an entrepreneur,
the right time in the cycle of the
markets where special situations are
likely to pick up, and the right time
from the formulation of my vision and
Q Have you always done special situations investing,
or did you gravitate into that
from something else?
At the two family offices
I’ve been at for the past 13 years, it’s
always been opportunistic, which in
many ways is synonymous with
special situations, whether it was pure
value and distressed acquisition all the
way up to a traditional special situation
like a carve-out or an acquisition of a
family-owned business, it’s been a
part of my life for 13 years.
Q What appeals to you about that ype of investing as opposed to
more mainstream investing?
What appeals to me is that
I can use the skill set that I have, which
is much more around leadership
development, developing winning
cultures, strategy development, and
strategy deployment, in the context of a
special situation and find hidden value,
hidden attributes by which to pick the
business and develop the team such
that we can create something that
wasn’t readily apparent and create it
into a unique and superior business. So
it’s identifying diamonds in the rough,
but ultimately it’s backing teams to
create unique businesses rather than
just being a traditional restructuring
buyer or a growth equity buyer when
something already looks good and is
Q What have been some of your most gratifying or favorite
investments along the way?
My favorite investments
are probably twofold. The original one
is the carve-out of Network Solutions
from Verisign. That was a deal that we
sold in 2007. And then the other
favorite deal I have is called Global
Capacity, which we acquired out of
bankruptcy in 2011 and where I sit on
the board of directors. Global Capacity
is on the verge of doing great things.
Q What made those stand out over other deals in which you’ve
Network Solutions, for
me, was the quintessential example of
buying something at a great price, a
business with unique assets that
wasn’t necessarily the focus of buyers,
and creating a great business out of it.
The top line went up 2x, 90 percent
organically, in a period of 36 months,
creating a fantastic exit.
What made Global Capacity stand
out is that we bought a business
out of bankruptcy, again with a
unique future, and we’re creating
a disruptive marketplace business
model in the data connectivity
sector that doesn’t exist today.
Q Lots of upside there, huh?
It’s not ready to be sold,
but it is a very, very interesting
business, for sure.
Q Can you tell me a little about your background?
I was born in Mexico
After my time with Merrill in Mexico
City, I went to get my MBA at Stanford.
When I finished Stanford—that was
2001—I went to Los Angeles and
worked for the Boston Consulting
Group. That’s where my love of
strategy was first born. In 2003,
I moved back to Arizona, and
that’s when I started working for a
family office by the name of Najafi
Companies. Then in November 2009,
I moved to Pivotal Group, which is
another family office, where I was for
the last 6½ years before I left three
weeks ago to form Adlocis Partners.
Q What brought you back to Arizona? Was it something you
wanted to do? Was it just because of
opportunity? How did that work?
It was an opportunity to
join a family office getting into the
private equity space, but it was also a
way to get back to the desert, which is
just something that is within me. I
love living in the desert.
Q If you could start your career over, would you do anything differently?
The answer is no,
because I’m a big believer that things
happen at the right time with the right
people for the right reasons, and
therefore it isn’t happenstance what
your experience is as you’re ready to
experience it. So, I don’t have any
regrets in hindsight. I just enjoy how
my career is evolving, rather than
worrying about what could have been
or should have been. I think that I’ve
been extremely fortunate how it’s
rolled out to date, and I’m more
excited about where I am now and am
looking forward to the future as well.
Q What advice do you have for somebody who is either new to
the industry or is thinking about
getting into the industry?
My advice is to find the
niche in the industry that you’re
committed to because it aligns with
your personal passion. If you’re able
to do that, you’ll generate great results
rather than just focusing on the nuts
and bolts of the industry itself, either
from the financial engineering
component to the operational
component or to the buy and sell
components. It needs to have a deeper
meaning than that. You need to have