When you meet Gabriela Weiss, Principal at Advent International, her calm clarity stands out immediately. She has a rare ability to connect big-picture forces like macroeconomic trends, geopolitical dynamics, and evolving technology with the real, tangible levers that drive business performance.
We sat down with Gabriela to talk about her unconventional path from aeronautical engineering to private equity, how she’s approaching dealmaking in 2025, and what’s capturing her attention as we head into the second half of the year.
You have a unique path into private equity. How did that happen?
Yes, it was not your traditional route! I studied aeronautical engineering in Brazil, did a specialization in computer science for avionics systems in France, and thought I was on a clear track to become an engineer. But while I was still in undergrad within the Brazilian Air Force, someone from Advent reached out and invited me to interview for their internship program. I hadn’t even considered finance at that point, but I went for it.
Once I started, I realized how much I enjoyed it. I loved the team, the culture, and the problem-solving nature of the work. Advent didn’t feel like what I imagined “finance” to be. It was much more collaborative, and that really resonated with me. I’ve been here ever since, a proud ‘Advent lifer’ for over a decade now.
What does your role at Advent look like today?
I’m a Principal in our Business and Financial Services team based in Boston, so I focus on areas like wealth management, data and payments. My work spans the full investment lifecycle, from sourcing new opportunities, evaluating potential deals, and working closely with our portfolio companies after we’ve invested.
What I love about the role is its entrepreneurial freedom that allows me to prioritize my time to drive the most impactful outcomes. Depending on what’s happening in the market or within the portfolio, I get to shift gears. Some weeks are heavy on due diligence; others are helping a company to hit a major milestone. It keeps things dynamic.
The market has had some ups and downs this year. How are you thinking about dealmaking in the current climate?
Honestly, managing uncertainty is at the core of what we do. It’s not just about navigating downturns. Even in booming markets, you have to be cautious. When valuations are high and sentiment is overly optimistic, that can be just as risky.
So, we stay focused on the fundamentals and on what we can control. We put a lot of thought into value creation before we make an investment. We ask: What can we influence? What is the execution path? What kind of business are we partnering with, and how resilient are they?
When you’re thinking about a new investment opportunity, what stands out as most important right now?
Right now, it’s all about predictability, positioning, and people. We like businesses with recurring revenue streams. For example, subscriptions give us high visibility and in turn confidence. We’re also thoughtful about end-markets exposure and geographic footprint. Being global gives us the flexibility to follow opportunities. And above all, we focus on partnering with great management teams. In uncertain times, who you’re working with matters more than ever.
Have you seen any shifts in deal structure this year?
It’s still early to spot any major patterns, but one thing that stood out was how deals were still getting done in April even with high equity markets volatility.
We saw some structures include earn-outs or deferred payments to help offset risk and valuation gaps, but overall, no major shifts. On our end, we’re doubling down on our sector specialization and hands-on approach to value creation.
You helped lead two very different deals, Fisher and NIQ (NielsenIQ). What were some of your biggest takeaways from those?
They were different deals, but still squarely within our investment strategy. At Advent, we avoid what we call ‘arithmetic buyouts’ , the kind of deals that are based on financial leverage and small operational tweaks. We focus on the two ends of the “barbell”: 1) large, complex business transformations, like NIQ, or 2) businesses with high potential for organic growth and geographic expansion, particularly founder-led businesses, like Fisher.
NIQ was a carve-out, an orphaned asset from a 100-year-old public company. It had a unique data set and long-standing clients across 90 countries but needed serious investment in tech and talent. We poured our efforts into transformation, including AI tools and leadership upgrades. What made us comfortable taking that leap was the predictable, long-term revenue and clients. That gave us the foundation to build something big and invest in growth. It’s an incredible story and we’re proud of what the leadership team has accomplished.
Fisher, on the other hand, is a global player in wealth management with over $300Bn in AUM. We saw an opportunity to partner and help accelerate their growth, especially in international markets. It’s a compounder with strong organic growth driven by a differentiated investment strategy, unique business model and a strong direct to consumer marketing engine.
Both businesses are very different, but in both cases, being global gave us an edge—and that’s something I really enjoy personally as well, having grown up in Brazil and worked across several cross-border opportunities in the U.S., Europe, Latin America and Asia.
Where are you seeing exciting developments globally?
It really depends on the sector. In data and insights, Asia is very dynamic, especially in how online purchasing and digital adoption are evolving. Latin America has demonstrated a remarkable embrace of digital solutions , which has been fascinating to watch. And of course, generative AI is a huge focus. We’re embedding it across the portfolio to drive both top-line growth and operational efficiency, whether it’s through market analysis, enhancing customer insights or sourcing new opportunities.
In wealth management, people are more and more comfortable with adopting digital tools and financial planning solutions. There’s also a lot happening related to expanding retail access to private markets, and the US is leading the way . In many ways, it’s a natural evolution that should benefit a broader investor base given historically higher returns, diversification and lower volatility. That said, it comes with challenges related to product structuring (such as limited liquidity and lack of transparency), regulatory compliance and investor education.
Last question, what are you most excited about right now?
I’m energized by the progress at those two portfolio companies. After a slower April and May, it’s encouraging to see more activity in the market and momentum picking back up. It means we have a broader canvas to work with and the ability to be more proactive. This uncertain environment really underscores the entrepreneurial spirit of private equity – it’s not just about capital deployment, but about being hands-on partners, problem-solving, and ensuring we’re driving tangible results. That’s what excites me the most.