Interview

In the high-stakes world of mergers and acquisitions (M&A), where Wall Street tactics often overshadow Main Street realities, Hugo Jimenez stands out as a bridge between the two. As cofounder of a boutique M&A advisory firm based in St. Petersburg, Florida, Hugo helps privately held small to mid-market companies, those generating $7.5 million to $500 million in revenue, unlock maximum value through exits, mergers, or acquisitions. Partnering with Mark Embry in Kansas City and associates in New York, Hugo’s firm emphasizes a market-driven approach, leveraging an exclusive network of professional buyers like Private Equity firms and Family Offices. Drawing from his rare blend of scientific rigor and business acumen, Hugo is transitioning from an “invisible” operator to an “under the radar” thought leader, sponsoring client-authored books and embracing authority marketing.

Q: Hugo, let’s start with your background. What shaped you into an M&A Expert?

I grew up in Teaneck, New Jersey, as the eldest son of Colombian immigrants. I am blessed to have them with us as Mom is 96, Dad is 89, and they have been incredible. There weren’t many Colombians around back then where we lived, so it was a unique upbringing in Bergen County. I headed to UC Irvine, a total nerd school, where I studied polymer biochemistry. I started my professional shift, eventually running a three-shift analysis lab for a defense contractor by age 28. That’s impressive in hindsight, but I was impatient. Sales folks loved touring my lab with our clients and I was favorably introduced into sales. So, I pivoted into business development and early on landed my first big win: securing Amgen as a client for Union Carbide specialty gases, right before they went public.

Science and math were my world, but I also tutored fellow college students in accounting, a rare combination that few have. Scientists don’t mingle with accountants, and vice versa, but it gave me an edge: analytical precision meets business strategy. Impatience and a desire for faster money drew me to sales full-time.

Q: That was quite a pivotal moment in your career. How did your journey into technology and entrepreneurship begin prior to your work in M&A?

In the early 2000s, I dove into digital transformation. But it began earlier when LA traffic killed my desire to work my sales territory for Union Carbide, and I couldn’t find a local gig in Orange County—companies used it to lure talent from elsewhere. Frustrated, I spotted the Internet’s potential when my then-girlfriend started tinkering online. I called my UC Irvine computer science buddies, devoured books, and jumped in. I ran business development for a regional ISP in Michigan, then hit the San Francisco gold rush with NorthPoint Communications, a pioneer in wholesale broadband. My clients included Microsoft, Hughes Networks & Tandy.

Once I moved to New York, I founded Bethlehem Technologies for digital transformation in media and advertising—C-suites needed strategies to avoid becoming relics like Tower Records, whose HQ was near Detroit, and ignored my warnings. I’ve been an angel investor and entrepreneur, growing my own firms and sitting on both sides of deals. Mark, my partner with a Sprint telco background, got hooked on M&A while facilitating the sale of his in-laws’ company. Together, we’re bringing iBanker and M&A best practices to everyday founders.

Q: Your firm targets small to mid-market private companies. What makes your approach unique?

We aim to engage three or more years in advance to ensure smoother transitions, higher multiples, and repeat business. We’re industry-agnostic because our work is transactional, ranging from digital marketing to submarine parts suppliers. Our science-rooted curiosity drives deep operational analysis. We look for the unique culture or processes that helped a company succeed where others failed.

We also identify growth opportunities, such as working with AirFi Networks, to secure a global license for our client that doubled their transactional value over what it would have been without the license. Competitors, even market leaders, often rely on standard buyer lists and lose the advantage of customization. We win by staying agile and uncovering hidden opportunities.

“Our science-rooted curiosity drives deep operational analysis. We look for the unique culture or processes that helped a company succeed where others failed.”

Q: You’ve mentioned a shift toward thought leadership. What does that look like in practice?

We’ve been “invisible” for deal flow, but now we’re going “under the radar.” Over the next 24 months, we’ll sponsor a series of M&A books by our clients. Each book will serve as a case study of “I wish I’d known” lessons, from the perspective of the Seller. We’ll write the forewords and handle distribution. After that, Mark and I will publish our own book. We’ll also produce targeted content, podcasts, and use authority marketing—BA taught me that term. As an example, with a thank you to BA Member Rhonda Swan, we know that algorithms reward multi-platform credibility, so we’re listing on Crunchbase and taking control of our narrative.

Stories of deals that went wrong because of poor processes will show why early, expert guidance is so important. For example, with a thank you to BA Member Marta Harich, the new BBB codicils on capital gains have created a shift in tax savings that could affect the amount of “cash in pocket” to our Sell-Side Clients, a benefit most people will miss because they set up the wrong entities and in the wrong time horizon.

Q: What motivated you to join BA, and how has it added value to your business?

I joined for networking with successful founders in St. Pete and Tampa. I expected to gain clients quickly, but the process has been slower. The lesson learned is to focus on building my brand inside BA so everyone understands our edge. The unexpected benefit has been the education on authority marketing and thought leadership. Competitors aren’t getting this, and it gives us an advantage in a changing world where social media and AI demand visibility. BA’s A-plus members will eventually need M&A support, and I’m positioning Performance Advisory Group as their go-to resource. It’s a long-term investment of both time and treasure, but the eventual deal flow will make it worthwhile.

Q: What’s your best advice for business owners looking to maximize their exit value?

Part of the American Dream is entrepreneurs cashing out on sometimes decades of blood, sweat, and tears. Too many owners leave money on the table without Wall Street smarts adapted for Main Street. We prepare for the endgame years ahead, integrate tax and wealth advisors early, and use our network for outsized value. Also, immigrant stories and female founders overcoming odds—those hidden tales deserve a spotlight. We are excited for BA collaborations, podcasts, and Dallas event meetups.