Steve Kiel of Arquitos Capital Partners killing it again – see excerpts from their latest email to investors below
Arquitos Capital Partners returned 1.6% net of fees in July, bringing the year to date return to 26.0%. Since its April 10, 2012 launch, the fund has provided an annual net return of 30.4%. Please click on the following link for the July 2017 tearsheet:

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Separate from performance results, I want to highlight a project in which you will likely have interest. My friend Tom Jacobs spearheaded a campaign to republish the works of Maurece Schiller. After a Kickstarter campaign and other financial contributions to get the project off the ground, Tom is on the verge of publishing the first of five Schiller books on special situation investing. I had not previously been aware of Schiller's contribution to investment analysis and learned that his books, originally published more than 50 years ago, were the foundation for the style of investing that Arquitos has successfully employed.
Tom's idea was to add modern case studies from a variety of investors in the reprints of the books. I am happily supporting Tom and am also contributing a case study for one of the books. You can find my case study on ALJ Regional Holdings
The first of the books is currently on pre-order and is due to ship in a few weeks. I have read it and can offer a high recommendation. A copy can be ordered from Amazon here: Fortunes in Special Situations in the Stock Market: The Authorized Edition.
Thank you again for your support. Please let me know if you have any questions.
Best regards,
S
See the full case study below.

Case Study: Spinoff, Tender, Acquisitions, NOLs and Uplisting at ALJ Regional Holdings
By Steven Kiel1
ALJ Regional Holdings (ALJJ) from 2012 to 2016 was a dream for special situation investors. That four-year period included a divestiture, large tender offer, several acquisitions (partially funded by several small private placements), and an uplisting to the Nasdaq to go along with becoming an SEC reporting company. After their initial divestiture, ALJJ also had $176 million of net operating loss carryforwards (NOLs) against a market cap of approximately $50 million (pre-tender). Most importantly, the company also had a dynamic, experienced leader who proved to be an effective capital allocator.
When this confluence of special situation events began, ALJJ operated in one line of business. The management of that business, a specialty steel manufacturer named Kentucky Electric Steel, was totally outsourced. By 2016 ALJJ was a diversified holding company owning a growing call center operator, Faneuil, a Las Vegas building contractor, Floors-N-More, and national printer, Phoenix Color.
Unbelievably, from February 2013 to October 2013 the stock traded below its net cash level of between $0.94 and $1.04 per share—and a lot of shares turned over. During that nine-month period from the time of ALJI’s tender offer to the first acquisition, nearly $4.5 million worth of shares traded hands out of a capitalization of approximately $25 million This was after the company bought back $25 million worth of shares in a tender offer, or nearly half of their shares outstanding, at a healthy discount to cash!
ALJJ’s performance during that time period was more than a grand slam – in fact, grand slams are much more common. It was like hitting four home runs in one game. Shares traded for 37-cents on October 1, 2012. By September 30, 2016 they were at $4.70, nearly a 12 bagger. That is a compound annual growth rate of 88.8%.
The best part? There was very little risk in owning shares after the February 5, 2013 divestiture until the first acquisition on October 18, 2013. The company had no debt, the CEO took no salary, and other expenses were minimal because it was a non-reporting company. I would love to tell you that I owned shares at 37 cents, but I did not buy until after the divestiture was announced and the details were clear. The result was that I made “only” 70% per year on my initial purchase. My investors and I appreciate your sympathies.
Charlie Munger has said, “The goal of investment is to find situations where it is safe not to diversify. If you only put 20% into the opportunity of a life-time, you are not being rational.” By October 2013, ALJJ was 20% of my portfolio at cost. It could be said that I should have made it more.
Let’s look at each special situation strategy that applied to ALJJ.
Divestiture
1 © 2017 Steven Kiel. Steven Kiel is the president of Arquitos Capital Management. He is the portfolio manager of Arquitos Capital Partners, a private investment partnership focused on value-oriented and special situation investment opportunities. Steven is also the CEO of Sitestar Corporation (OTCQB: SYTE), a publicly traded diversified holding company.

On November 19, 2012 ALJJ announced that it was selling its wholly-owned subsidiary, Kentucky Electric Steel, for $112.5 million. Proceeds would pay off all debt and leave approximately $51 million in cash and $176 million of NOL assets. The sale ultimately closed on February 5, 2013.
While ALJJ was an unknown company after the sale announcement, it would have been more difficult even for very astute micro-cap investors to have come across it before November 19. Yet, at least one did, and he is worth highlighting here. Dave Waters of Alluvial Capital wrote up ALJJ in blog posts on August 10, 2012 and again on September 19, 2012. This is how I found the company prior to the divestiture announcement.
On August 10, Waters wrote, “An investment in ALJ Regional Holdings carries substantial risk, but offers significant rewards should the company’s deleveraging efforts succeed. Management has shown respectable results since acquiring KES [Kentucky Electric Steel] and is substantially invested, aligning their interests with shareholders.” Waters personally picked up shares in mid-October 2012 when they traded below 4x EBITDA. He was handsomely rewarded just a month later.
Tender Offer
At the time of the sale announcement, ALJJ also announced that it would use part of the sale proceeds to conduct a Dutch tender offer for 30 million shares at a price between 84 cents and 86 cents. Shares traded at 76 cents after the announcement. The tender was completed on February 8, 2013 at 84 cents per share.
There were several attractive parts to this tender offer. First was the overall size – for approximately half of all outstanding shares! Second, the tender price was below net cash and 9% above the trading price on both the day of the announcement and the last day an investor could decide to tender. Third, CEO Jess Ravich indicated that he would not tender his shares, giving him 45% ownership post-tender.
Amazingly, 33 million shares were tendered – 10%

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