Pedro Construction Company
A builder of data centres for high-density AI compute in Mexico, to start once roughly twenty million dollars is in place. The plan, working name Densidad Crítica, asks for USD 22 million.
The idea
AI workloads need over 50 kilowatts per rack, liquid cooling and a different electrical design, and Mexico cannot build that at scale yet. The company would buy a regional contractor with critical-infrastructure experience, gaining references, bonding and suppliers on day one, then add international data-centre management. The window is three to five years.
The market
Hyperscalers have committed more than USD 7 billion to Mexican sites, led by Amazon and Microsoft. Querétaro’s grid is filling up, pushing projects to Aguascalientes, Guadalajara and Monterrey. Traditional facilities run 5 to 10 kilowatts per rack; AI needs 50 to 120, and almost nobody local can build it.
Table
| Year | USD millions |
|---|---|
| 2022 | 1,020 |
| 2024 | 1,430 |
| 2026 | 1,850 |
| 2028 | 2,620 |
| 2030, projected | 3,450 |
Sources: Mordor Intelligence, Arizton Advisory, own analysis.
Entry by acquisition
A new contractor cannot bid without references and cannot earn them without bidding. The plan buys past that loop: a Mexican contractor with USD 15 to 40 million in revenue, a data centre delivered and valid bonding, at 4.5 to 6 times EBITDA, closed by month nine. Then turnkey data centres of 5 to 30 megawatts, conversions to high density, and commissioning.
Table
| Quarter | Revenue, USD M | Integration, USD M |
|---|---|---|
| Q1 | 4 | 6 |
| Q2 | 5 | 5.5 |
| Q3 | 7 | 5 |
| Q4 | 8 | 4 |
| Q5 | 9 | 3 |
| Q6 | 10 | 2 |
| Q7 | 11 | 1.5 |
| Q8 | 11 | 1 |
The numbers
Year one is inherited revenue, year two brings the first own contracts, and from year three high-density work is most of the backlog. Margin turns positive in year two and settles near 9 percent.
Revenue, millions of USD
Net margin
Table
| Year | Revenue, USD M | Net profit, USD M | Net margin |
|---|---|---|---|
| Year 1 | 35 | -2.5 | -7.1% |
| Year 2 | 82 | 1.6 | 2% |
| Year 3 | 140 | 7.0 | 5% |
| Year 4 | 180 | 12.6 | 7% |
| Year 5 | 220 | 19.8 | 9% |
| Use of the funds | USD millions | Share | |
|---|---|---|---|
| Acquisition of the contractor | 11.0 | 50.0% | |
| Working capital | 6.0 | 27.3% | |
| Senior technical staff | 2.5 | 11.4% | |
| Technology and software | 1.0 | 4.5% | |
| Reserve | 1.5 | 6.8% | |
| Total | 22.0 | 100% |
Risks
The critical three: cost overruns, met with cost-plus contracts in year one and weekly budget tracking; delays on transformers and switchgear, met with early orders and priority supplier deals; and the 12 to 18 month grid interconnection queue, met by hiring someone who has run it.
Team and roadmap
Four roles come first: a chief executive with operator relationships in Mexico and the United States, an Uptime-certified technical director, a construction finance director, and an operations director for BIM and commissioning. Founders hold 60 percent, investors 35, staff 5. The round closes in the third quarter of 2026; the backlog passes USD 80 million by month 24.
None of this exists yet; the plan starts the day the round closes.