David Martin Graff Email and Phone Number

Founder of The Palindrome Group, LLC, a Delaware-domiciled private investment holding company. With its three wholly-owned subsidiaries, Palindrome Capital LLC, Palindrome Partners, LLC and Palindrome Ventures, LLC, with these three entities are designed to work independly of each other as operating entities within diverse industries and sectors. The Palindrome Group, as the holding company, oversees these three operating entities in exchange for an upstream of management fees, in addition to a share of the investment returns. Plans are underway for a preemptive offering, followed by an initial public offering.

Founder of a private advisory investment company, with an entrepreneurial focus on creating improvements to businesses that operate in sectors plagued by a high amount of underserved demand, from a lack of supply in the marketplace. We perform an extensive, selective process, examining the current industry state, and we use simple economic theory, designed and developed for businesses that operate where there's long operating history for showing strong recurring streams of cash flow, within industries where there's a glut of old, fully depreciated, underperforming assets. Because there's insignificant competition, many of these industries have antiquated assets, yet they charge above market rates on a recurring customer base, who are absent better substitutes. Unfortunately these industries are inefficient, and the customer is the one who suffers the biggest lost, by overpaying in an underserved market without much choice. The missing ingredient needed in order to support the value proposition, is modernization to meet the rigorous demands and needs in the 21st century. These kinds of industries present investors with opportunities simply by using free market forces. Due to the long, established operating history of assets in these industries, investors can immediately realize benefit just from shifting this recurring cash flow stream, away from the overpriced, antiquated assets, and in the direction of new, quality modernized performing assets, properly priced to the public while providing that totally different experience to the customer, who should continue returning to enjoy, what is an overall better value. The expected pricing will not change much, and instead the forces of competition will eventually prevail, leading to a drop in overall pricing, organically expanding the market, by providing a more affordable experience.

Hired originally as an Analyst in Leveraged Finance where the group oversaw approximately $7 billion of leveraged loans invested in US highly leveraged non-investment grade corporate companies, diversified into all sectors and industries, including automotive, telecom media and technology, chemical, retail, consumer products, and healthcare. In addition to the facilities, the group also invested in structured products along with credit derivatives, and there existed a small distressed book of loans once originally invested at the time of the primary syndication. Along with new deals invested in both the primary and secondary markets, the portfolio had a blended corporate credit rating near BB-/Ba2.

Teaching Associate to Goldman Sachs's 2006 Global Analyst Training Program, and Analyst Training Programs at other banks, including Credit Suisse, UBS, JP Morgan, Barclays, Wachovia, and Jeffries & Co. Also trained MBA students at Harvard Business School, Wharton, Vanderbilt, and University of Rochester. The training was structured and compartmentalized into understanding the different GAAP accounting treatments, to constructing extensive valuation and financial modeling spreadsheets, as well as honing individually their public speaking and presentation skills. Graded exams, corrected the entire class's valuation project and comp calculations for the specific deal mechanics discussed at training. Also corrected complex errors embedded in spreadsheets of financial models constructed by investment bankers.

Arranged and structured financial sponsor based deals for all of the industry's largest private equity firms, arranging the most complex transactions for these clients.

Hired to help train Merrill Lynch's 400 Analysts & 100 Associates who'd been hired as part of the 2005 Global Analyst and Associate Investment Banking Training Program. The training was structured over 6 weeks, the learnings compartmentalized into understanding the different GAAP accounting treatments, to constructing extensive valuation and financial modeling spreadsheets, as well as honing individually their public speaking and presentation skills. Graded exams, corrected the entire class's valuation project and comp calculations for the specific deal mechanics discussed at training. Also corrected complex errors embedded in spreadsheets of financial models constructed by investment bankers.

While in the 2nd year of my MBA, helped fellow MBA students with consolidating their federal student loan debt, and I helped the founders with the parcel and packaging process of all the loan agreements from MBA students I had consolidated using the company's sophisticated resource.

Helped the investment professionals within the organization's non-profit venture capital investing team selectively deploy capital across a broad spectrum of venture capital companies, making controlled investments into business founded by many entrepreneurs from several third world countries and emerging markets.

Summer Internship during my MBA. Worked on transactions in every product group within the firm. Invested capital into CLO & CDO investment vehicles, helped lead the due-diligence process in the preliminary stages leading up to acquiring for the firms controlled distressed investing fund, all the distressed bank debt of a leading national agricultural company based in the Midwest.

My Hofstra University Class of 1998 BBA Diploma Dated May 31, 1998 (Graduation actually May-14-1998) AIG start date into AIG Class of 1998 Professional Associate Training Program on next following day, June 1, 1998. Employed concurrently within AIG Executive Level's Domestic Brokerage Group ("DBG") and National Union Fire & Insurance of Pittsburgh, PA, upon joining AIG was placed in Home Office on Los Angeles and San Francisco West Coast High-Tech Clients Directors & Officers Public Pre-IPO Private CO's Directly Insurance Related S.E.C Securities Act of 1933-34 Exposure. Underwriter Hall of Fame - Line Underwriter to the following SEC Securities Law Insurance Policies:1998:Google ($100mm Limit of Liability)AIG Private Company D&O Policy of Google's Kleiner Perkins initial $100 million investment.1999:Goldman Sachs & Co., ($1 Billion Limit of Liability) AIG IPO Gold Form. Note: I am AIG U/W in AIQuic System who initially declined insuring Goldman Sachs' 1999 S-1 Registration arising from Conflict of Interest in Goldman Sachs' Underwriting Company's Own IPO. Resulted in Goldman Sachs hiring AIG colleague and attorney as Goldman Sachs Chief Risk Manager, who provided the actual oversight on my part. 1999 AIG and Goldman Sachs Underwriting Meeting Pre-approval question, as a 23 year old, I asked cautiously to Goldman's CFO about the actual conflict. Goldman indeed kept their word and predicted immaterial risk, with his simple retort back, "If Goldman Sachs is world's best Investment Banker, if we are going to be sued to underwrite our own IPO, then anyone providing IB services in our place, will be sued presumably, as well."

Assisted in the Compensation Office in the Department of the Chief Financial Officer with filing and copying and notifying all related parties involved in AVIS' Summer 1997 IPO spin-off from Cendant Corporation.

Hired as Summer College Intern in 1996 by World Famous New York Jets 1969 Superbowl Champion Teammate & Hofstra University Alumnus Mike D'Amato, Senior Vice President of National Helicopter Corporation of America, Along With Three Other Hofstra University Undergraduate Students Nancy Heinrich, Mike DeRosa, & Joseph P, Driver, Together We Each Had Been Provided Brand New 1996 Dodge Stratus Company Cars Assigned Each With Particular Northeast Regions Misssioned To Travel Each Week To Our Assigned Region Checking Into Neighboring Hotels Contiguous To Scheduled Company Meetings With Corporate Executives From Many Large Organizations Regarding Helicopter Corporate Company Travel Directly Picked Up From Company Headquarters Flown Directly To Destination Location, Or Roof To Roof Travel & Convenience. At The Time, National Helicopter Corporation of America Operated NYC 34th Street Heliport & Leased Its Fleet To Hollywood Studios Filming Movies In New York & Our Role Was An Effort To Grow The Business Into The Highly Lucrative Lines Of Corporate Executive Travel. We Were Issued Company Expense Accounts, Lodging Sunday To Thursday At Each Assigned Region, Returning Back To Republic Airport The Following Friday To Debrief With SVP D'Amato & Company President, Peter McGann.