Solis Capital Partners

Solis Capital Partners

Solis Capital Partners was formed in Newport Beach in 2002 by Dan Lubeck, a former transactional lawyer who had earlier co-founded Unique Investment Corporation, a leveraged buyout firm. The firm’s origin sits at the intersection of legal structuring and operational investing — Lubeck’s career moved from practicing corporate law at Paul Hastings and Manatt Phelps to running operating companies as CEO before launching Solis. The firm does not publicly associate its capital with a single-family wealth source. Solis deploys equity into established lower-middle-market businesses across services, niche manufacturing, software, and value-added distribution. The firm targets companies generating $5 million to $100 million in annual revenue, with individual platform investments reaching $25 million. Sector exposure spans HRTech, healthcare services, supply chain and logistics, and enterprise software. Geographically, the firm concentrates on US-headquartered businesses in defensible niches. Rather than a fund-of-funds model or club-based syndication, Solis executes direct buyout, growth, management buyout, and recapitalization transactions, with a stated preference for organic growth supplemented by strategic acquisitions. The investment team is lean — the leadership bench includes managing partner Dan Lubeck and principal Riley Hebert, who joined in 2025 from GE HealthCare’s corporate M&A division. Solis draws on a network of operating partners and experienced executives who are deployed into portfolio companies on an as-needed basis. The firm operates from a single office in Newport Beach, California. In early 2025, the firm hired Hebert to strengthen investment origination and execution, signaling a capacity-building move after two decades of operating with a tight partnership core. Structurally, Solis’s distinctive posture is its partnership-style deal architecture in a segment where control-equity buyouts dominate. The firm explicitly positions transactions as collaborations with incumbent management, arguing that leadership retention is the most critical variable in post-investment performance. The approach blends a buyout firm's check-writing capacity with an operator-centric governance model, and Lubeck’s own history as both an investor and an operating CEO informs the underwriting — few lower-middle-market firms are led by a former leveraged-buyout founder who also chaired a YPO chapter.