Ethical, Economical, Ecological, & Elegant.
Let us know the details of your project, or whatever it is you're hoping to accomplish. We'll let you know if it's something we can help with. We look forward to hearing from you!
All enquiries are directed to:
Managing Partner, Tiburon Global Partners.
& Principal, Stella d'Oro.
As third generation sophisticated investors, with an engineering core expertise, we buy and build businesses and real estate, that fund our economic development humanitarian foundation.
In 2017 we completed integration with the Pearce family, specialists since 1968 in strategic sales, e.g. US Government contracting.
The Pearce family have been US government contracting specialists since 1968, later expanding into private sector corporate business development and government contracting internationally. Since 2000, Robin Pearce as Managing Partner has lead the 'Tiburon' Global Partners team, to build our client’s bottom line, with great success, vis-à-vis multiple US government agencies and national governments globally.
Tiburon works with its clients to identify and shape real business opportunities with the right government agencies for your company.
Tiburon's Government Relations Practice helps you nurture the relationships with end-users, buyers, and policy makers required win business in the federal government. Precisely based on your strategy and capabilities, we help you identify federal funding sources and funding levels for programs where you business creates value.
At Tiburon we focus on various business areas, to name a few, from Biometrics to Video, Geospatial & Sensor Data Management, from Energy Technologies to Nano Technologies, from Cyber Security to Aeronautics.
Past performance includes multiple 9 figure contracts as the prime contractor and a few as subcontractor.
We also work with our clients to wind up unrecoverable organisations, to protect shareholder value.
A commodity house, established in 2012, by third generation private commodity traders, based on our proprietary trading since 1924.
For 100 years of successful proprietary commodities trading and investing, we have been buyers, sellers, mandates, representatives and intermediaries within various large scale off-market commodity and financial transactions.
With hands on experience, from boots on the ground, to relevant banking experience, and complex contracting that resulted in successful deals, we help you close deals faster, more profitably, and with less friction:
Commodities include but are not limited to:
In 1924 Laulund 'Engineering' began to design, fabricate, install and maintain low- and high-power electric industrial applications.
Thereafter Engineering expanded into other engineering disciplines, including mechanical, industrial, manufacturing and construction.
Engineering primarily serves The Laulund 'Group' subsidiaries.
Engineering prefers to act as the general contractor, managing the project and bring in specialised engineering firms to deliver various project components.
Whereas critical activities are always performed in-house, within subsidiaries, to ensure the highest standards in design, performance, productivity, solution elegance, and capability.
Alimenta has evolved dramatically over the last almost 100 years.
Until 2010 our scope of work included but was not limited to programs focused on animal welfare, guide dogs, secondary/tertiary students, international students, entertainment, sports, entrepreneurial/investor mentoring, government entrepreneurial training, industry development, business improvement, humanitarian organisations, etc
In 2010, our foundation was rebranded 'Laulund Alimenta', our scope expanded to be fully international, and our focus narrowed to programs at the national level, that leverage our commercial experience/expertise such as Laulund Engineering, Tiburon Global Partners, and Stella d'Oro.
Funds are not simply gifted. Our team takes extreme ownership over delivering practical sustainable meaningful results, for those who are in real need, and doing it right.
When joining The Laulund 'Group' of Companies and Trusts, new employees agree to align with our Group mission, vision, and value policies, in their actions as an individual, as team members, and to hold everyone else involved (including supplier employees) accountable to the same standards. Your genuine expectations determine your results; winning requires that you to expect to win and you refuse to accept anything less.
As a Group, we ethically, economically, ecologically, and elegantly (E3+1 policy) buy and build a portfolio of businesses and real estate, using the profits to fund economic development and humanitarian aid via our foundation.
Vision // Mission Critical Objectives.
To achieve this:
With this in mind, since 1924, for almost 100 years, we have repeatedly exceeded expectations, because of our values.
C4 Policy — being good human being, internally
Prudence, Justice, Fortitude, and Temperance
E3 Policy — acting in good conduct
E3+1 Policy — acting in good conduct, with tangible outcomes
Ethical, Economical, and Ecological, + Elegant
F7 Policy — a.k.a. Family First Policy
H3 Policy — being winning team member
H3+1 Policy — being good human being, externally
Humble, Hungry, and Hospitable + Honourable
L4 Policy — being member of a winning team
Cover & Move; Simple; Prioritise & Execute; and Decentralised Command
M4 Policy — winning in life
Extreme ownership, Default Aggressive, Innovate & Adapt, and Discipline
These policies are discussed everyday, as they helpfully frame decisions and behaviours. For example:
Alimenta is a shining light at the top of a hill. Those who follow that light, are choosing to work for something bigger than themselves. Something that will require the best version of who they are. The work is not easy. The work is meaningful and will have the greatest impact on millions of people around the world.
Alimenta has meant hope, change, and more to millions around the world for a few years now. Hope that through Alimenta that their tribe will be able to prevent losing their children to snake bites, like before the roads to the nearest city became unnavigable (as explained to us by a county governor). Change through Alimenta that their towns will be able to access clean drinking water, since their water supplies damage their health and stunt their children (as explained to us by a national minister of development).
Many more stories just like these have been shared with us by our stakeholders, in the believe that if we truly understand why they need us to deliver, then we will continue working as hard as we can on our mission. That we will find that next step, and then the next. That our work as engineers, accountants, sales representatives, bankers, etc, will increase the living standards and life expectancy for millions in various other parts of the world.
This is just the beginning. There are so many more people in need. We will need more top talent to join us. More on that soon.
These FAQ are general to The Laulund Group.
Please refer to individual company pages for their specific FAQ.
The Laulund ‘Group’ of Companies and Trusts was established in 1924 by Carlo Laulund, when he formed an engineering business and a foundation for the Laulund family’s noncommercial activities. The engineering business was in a partnership with the Düring family under the company name, Laulund & Düring, and would be rebranded Laulund ‘Engineering’ some time after the Düring family divested in the 1970s, when Carlo's son, Jan Laulund, became the head of the business. In 1968 Lin Pearce began US government contracting, via a large US Department of Defense information technology project. The foundation would be rebranded in 2010 by Carlo's grandson, Michael Laulund, as Laulund ‘Alimenta’, in preparation for its future economic development and humanitarian work. In 2012 the Pearce family, under Lin’s daughter, Robin Pearce, became the government liaison for the Group, especially Engineering. In 2017 the Pearce family fully integrated with the Group.
Engineering has remained our core business since 1924, but the Group diversified in niches and then in industries and markets. The business model Carlo Laulund developed was the same model that Jan Laulund used to exponentially grow Motorola Cellular (Australasia) in the late 1980s from a start-up entity into the telco that dominated the Australian and New Zealand markets until the mid to late 1990s. Jan Laulund heavily diversified the Group into various niches and industries, from providing regulatory required liquidity to banks, to building stock market analysis software on Hewlett Packard hardware. Michael Laulund, further diversified the Group across multiple industries, and uses the same business model throughout the Group to this day. It is this direct investment strategy from 1924 that is the Group’s core competitive value proposition.
All project funding is allocated via specific programs and specific partners. It is necessary to find the program where you qualify, and follow the prescribed process. To avoid corruption we require you work through the authorised representative for your region. Funding designated for distribution in partnership with specific entities, can not be allocated to other types of entities; e.g. National Governments partnerships preclude private, non-governmental, and local government partners‘ application.
If you are a pure investment or partnership, you should look to Tiburon Global Partners for additional information.
If you are not a pure investment or partnership, you should look to Laulund Alimenta for additional information.
Our funds are closed to outsider investors, and our insiders are silent minority investors.
If we invest with a general partner, then we are the sole investor, with their investment being the only exception, and we do so as the second general partner, never as a limited partner. This requires the general partner earn their position in the relationship via performance, prior to the investment. We require evidence that the general partner is better in their chosen niche than an in-house solution, given direct hands-on boots-on-the-ground investment is our core competency. Investing along side us is not evidence of performance.
If we partner with someone, we most often prefer to have an agreed divestment date or liquidity event, where we buyout the partner.
When there is a family business liquidity event, we prefer to have that family retain a significant minor stake in the business. Again as a silent investor, most likely with a board seat. This is because we have experienced the error of selling 100% equity in a family business, and do not wish that on a family selling to us.
Melbourne, Victoria, Australia
Washington, District of Columbia, The United States of America