I was a hard worker, and always honest in business. But also clever. To take advantage of the reputation I’d earned as a racer, in 1974 I took the money I’d saved and opened a shop in the beautiful mountaintop city of Manizales to build, sell, and repair bicycles. The El Ositto Corporation I named it—using two ts in the spelling because a popular Italian manufacturer used two ts in its name. The first thing I did was rent the outside of a large truck, I couldn’t afford to rent the truck itself, and put a large advertisement on it. To begin building my business, one day I borrowed the truck and drove it to Bogotá, the capital of Colombia, and parked it directly in front of the biggest bicycle factory in the country. I asked to speak to the manager. After introducing myself I pointed to the truck and told him, “That’s one of my trucks. I own the whole company.” We were expanding, I explained, and we needed a reliable spare parts supplier to build more bicycles. I wanted to talk to them about forming a relationship. Well, naturally he was interested in obtaining my business. Eventually he agreed that I could take a large load of parts with me on credit. “I wish I could,” I told him. “I can’t because the truck is already full.” Of course that wasn’t true. I hadn’t rented the inside of the truck so I was not permitted to use it. A few days later the manager delivered a truckload of parts to my store in Manizales, and I hired two additional workers and began building more bicycles. These were well-made bikes and because I was assembling them in Colombia I could sell them for substantially less than the bikes shipped from Europe.
But selling them still was difficult. Colombians loved the well-made Italian and Swiss bikes, and didn’t want to buy bikes made in our country. I had a hard time getting Ositto bikes into the popular stores. I literally begged the owner of a major store to place a few of my bikes, telling him, “I’m going to sell them to you for much less than the bikes you bring in from Europe.”
He refused, saying, “Nobody knows of Ositto bikes in Colombia.” But finally he agreed to take five bikes, warning me that if they didn’t sell within two weeks I should come and pick them up.
During the next week I sent five friends to the store to buy these bikes. The store owner placed a larger order and soon my bikes began selling to real customers. Eventually I was manufacturing seventeen different types of bicycles, including racing bikes, cross-country bikes, touring bikes, and even children’s bikes. In addition to the factory I opened five stores; I had more than a hundred people working for me. In 1975 I even worked with our government sports minister to convert a soccer field that was not being used into a modern bicycle racing complex, where kids could race for free. I was being very successful on my own, working sixteen hours a day at my business and coaching the team. I owned two apartments and was able to help my mother with her expenses. My future was very promising. And this happened long before Pablo and I got involved in the drug business.
In 1974 Pablo was studying political science at the Universidad de Antiochia. There are many who believe Pablo was an uneducated man who succeeded only through drugs. That simply is not true. Pablo was very smart about many different subjects. He had a true understanding of subjects as different as history and poetry. He could talk easily about world politics and loved to recite the most beautiful poems. At times, Pablo would even surprise me; he spoke several languages and when we were imprisoned in La Catedral, the Cathedral, the fortress he built after we agreed to surrender to the government, he even studied Chinese. At the university he had decided that he would become a criminal lawyer, which would be his path into politics. He still intended to become the president of Colombia. He would often go to the public library to read law books and, when he could afford it, bought used books. It was there that he actually began his political career. Like many students, he would stand up at lunch or on the soccer field and make speeches to anyone who would listen. Pablo was never shy about speaking in public and always had great confidence in his ideas. I only heard him speak a few times, but I remember him saying in a loud and passionate voice, “I want to be president of Colombia, and when I am I’ll take 10 percent of the earnings of the richest people to help the poor. With those funds we’ll build schools and roads.” He also said he wanted to encourage Japanese and Chinese manufacturers to build factories in Colombia, which would provide jobs for people who desperately needed them.
Pablo had very large dreams, but he had no money to make them come true. He was forced to drop out of the university because he could not pay the necessary fees. When you’ve grown up poor, as we did, the need to make money is always uppermost in your mind. Maybe it was ordained that eventually Pablo would work outside the law. It was an important part of our family history.
Colombia is a beautiful country and rich in the gifts of nature, but it is a place where corruption has always been an accepted part of our lives. Our country has always been ruled by a class of wealthy families that did very little to help the poor. There were very few social programs that assisted people in making their lives better. We have a system of laws in Colombia, but we lived by a different set of rules. From the time we were growing up the government was run by corrupt people who made themselves richer while claiming they were starting programs to help the less fortunate live a better life. From the highest offices of the political rulers to the leaders of the military, from the civil servants who controlled the government offices to the policeman on the street, people with even a little power have used it whenever possible for personal gain. The police, for example, were poorly trained, very badly paid, and were not at all respected, so just to survive, many of them accepted bribes to look away from illegal activities. If you wanted to get something done in Colombia and you had the money it was not difficult to get it done. Pablo and I grew up knowing that all the rules were for sale. It was not considered good nor bad, it’s just the way it has always been.
In fact, the Colombian journalist Virginia Vallejo, a woman who became a loving part of my brother’s life, once said she fell in love with him because “he was the only rich man in Colombia who was generous with the people, in this country where the rich have never given a sandwich to the poor.”
I was named after my maternal grandfather, Roberto Gavíria, but it was Pablo more than me who inherited his history. Every family has its story, and the story of the Escobar-Gavíria family began the morning Roberto Gavíria decided to plant bananas in his backyard in the town of Frontino. So the story goes, he discovered a guaca, a treasure buried in the ground consisting of several clay pots filled with jewelry and precious stones. No one ever learned the source of these riches. At least, that’s the way the story has been passed down to the family.
Rather than revealing his fortune, which would have been dangerous, Roberto slowly and quietly sold the jewelry. Some of the proceeds he used to make loans to other farmers—but he lost that money when they couldn’t repay him. Then he bought wild animal furs from the Indians in Chocó and resold them in town. And finally he discovered his true calling: smuggling tobacco and liquor.
Like Al Capone in the United States, Roberto Gavíria was a bootlegger. He bought tapetusa, a favorite alcoholic drink of Colombians, directly from the Indians who distilled it and bottled it before it was sold to legal distributors. To bring it directly to his customers without paying the government fees that made it expensive, he would hide the bottles in a sealed coffin, and then hired men to carry it through a town and young women to walk alongside crying. The people of the town would quickly—and very happily, learn what was actually in those wooden boxes. In his hometown of Frontino he sold the tapetusa from the living room of his mother’s home, hiding it from authorities by draining egg shells with a needle, then refilling them with his liquor. It was a very successful business—until a neighbor informed on him and he was arrested. And that was when the most important lesson was learned: A few days later my grandfather was released without punishment. Although truthfully we don’t know all the facts of that situation, I think it is proper to assume that he shared his profits
with those in power. In Colombia, that’s the way business has always been done.
It was while Pablo was in college that he started earning money. As with all aspects of his life, many stories have been written that are based in truth but are not completely accurate. It has been accepted, for example, that Pablo began his career in crime by stealing tombstones, blasting off the inscription, and reselling them. In fact, our uncle had a small shop close to the largest cemetery in Medellín from which he engraved and sold marble tombstones. Rather than going in the dark of night and stealing tombstones, Pablo would buy the very old stones from cemetery owners who would remove bodies from the ground many years after the last person came to pay respects. And perhaps sometimes he did take stones from old graves, but most of them he bought legally and took to our uncle’s shop to be cleaned and used again. With the money he earned from this business Pablo bought a motorcycle, the first vehicle he ever owned.
It has also been written in many books that Pablo would steal cars. Supposedly, he was so successful in that business that citizens and insurance companies agreed to pay him a fee not to steal the cars they insured, providing him with a list of protected cars. Now, as close as I was to my brother I don’t know every detail of his life. At this time of our lives we were living in different cities and some things might have happened that I did not know about. But if he had been stealing cars I would have known about it. And additionally, a few years later when he began transporting kilos of cocaine he bought my used Renault 4 from me—which would not have been necessary if he stole cars. This story became popular in the early 1980s when Pablo decided to run for political office and his opponents began telling stories about his background. In addition to claiming that he was a drug dealer, they said he also was a car thief, a kidnapper for ransom, a brutal killer—and that he had stolen tombstones. Legends are built in many ways, but part of such legends consists of accusations made by enemies, and often for their own benefit. In America, for example, the stories that are told about the legendary heroes of the West, the famous outlaws like Billy the Kid and Jesse James, are based in truth but much of them are exaggeration. This is true for Pablo as well. In his death, so many people who never even knew him have made claims that just are not true.
But what Pablo did do illegally to make money, just like our grandfather Roberto, was become involved in contraband. The business of contraband means simply bringing goods into the country without paying the required government fees, the duties and taxes, which allows you to sell the goods to people for much less money than they would have to pay in the stores. It’s very profitable. While contraband certainly is illegal, because it benefits people and hurts only the government, it has long been an accepted part of the Colombian economy. In fact, when the police caught someone doing contraband without paying their bribes they used to take the merchandise but didn’t put any people in jail.
One of the most successful groups of smugglers in Medellín was run by a multimillionaire named Alvaro Prieto. He earned his fortune bringing cigarettes, electronic equipment, jewelry, watches, and clothing from America, England, and Japan. Shipping containers from these countries arrived in the Panamanian city of Colón, near the end of the canal, and were taken from there to the Colombian city of Turbo on the Gulf of Urabá. There the containers were unloaded and large trailer-trucks carried the merchandise to Medellín for distribution.
As with many parts of Pablo’s life, there are different stories about the way he met Alvaro. One of the stories is that Pablo and some friends of his were captured by the police protecting Prieto’s trucks. In the capture supposedly Pablo got shot twice. Instead of letting him die, Prieto bailed him out and saved his life. But the real story is that Pablo went to a soccer game to meet up with some associates. At this game Pablo was formally introduced to Alvaro, who immediately took a liking to Pablo and offered him a job as a bodyguard. The story continues that Prieto recognized Pablo’s potential and decided to teach him the ways of smuggling. “The way to make money is to protect the merchandise for the guy who has the money, and that’s who I am.”
At first Pablo concentrated only on cigarettes, using connections he had to sell them at the small stores and many flea markets around the city. By doing this successfully Pablo established his credibility with the contraband organization. Eventually Alvaro asked him to help solve an expensive problem. The hardworking peasants who unloaded the containers and packed the merchandise in trucks were paid badly. There were about fifty of them and they didn’t live much better than slaves. As a result they had absolutely no loyalty to the organization and sometimes stole more than half of the goods from the containers. Alvaro offered Pablo 10 percent of the value of the load if he could reduce the theft. Pablo surprised him by turning him down, instead volunteering to supervise a load for nothing to prove his value. That was the agreement they made.
His first day in Turbo, Pablo served a lunch of seafood and wine to the workers and told them, “I’m here to represent the boss. I’m not going to make trouble for you, but I need you to work with me. If the merchandise continues to disappear your work is going to end and my work is going to end.” Then he made them an offer. “I’m going to give you half of my salary forever if you work with me. But this time if we show the boss that you don’t take anything, I promise when I come back in two weeks to take care of you guys.”
There are some stories that Pablo threatened these men if they stole from the load. Many people believe that Pablo was successful in his operations only because people were afraid of him. That’s not true. Pablo knew that profits generated more loyalty than fear. People who did business with Pablo and were honest made a lot of money; only those people who cheated him, stole from him, threatened him, or betrayed him suffered at his hands. Anyone who knows how tough the workers of Turbo are, and understands the way they live and their pride, would know that they did not cooperate out of fear. This was long before Pablo had established his reputation for terror and he couldn’t fight them on his own. In fact, it was because of his offer to pay these people a fair salary that most of them who had already taken merchandise from the containers even returned what they had stolen.
Pablo led the convoy of five or six trailers in a jeep. As was expected of him, he made the required payments to policemen in the small towns and on the roads along the way. After the contraband was delivered to warehouses in Medellín, Pablo told Alvaro, “The problem was the guys running this for you didn’t care about your workers. They didn’t even pay them on time. By being fair with these guys I delivered the whole load to you.” Prieto was delighted—probably until Pablo told him his own offer to continue the business. “You said I could do it for 10 percent,” he said. “I want 50 percent.”
I wasn’t there, but I could imagine how Alvaro responded. I know he wasn’t used to having his workers make such large demands from him. Pablo told me he asked, “Are you crazy?”
“I think it’s fair,” Pablo said back. “Sometimes you’ve been losing more than half the products. This way you’ll be getting it all, and even by giving me 50 percent you’ll be making more money because nobody will be stealing anything.”
Prieto said 50 percent was too much—they settled for 40 percent. It proved to be a beneficial deal for him as well as Pablo. Eventually Pablo expanded the business, adding products like washers and dryers, which then were not common in Colombia—to his deliveries. Pablo became a true partner in the contraband business, supervising loads from their delivery in Panama to the warehouses in Medellín. He became an expert at moving goods through the country. To secure the money he was paid, he built caletas, hiding places or safes, in the walls of his house in which he kept tens of thousands of dollars. They were protected with electronic doors that only he knew how to open.
Pablo developed a strong relationship with the workers in Turbo. He kept his word and gave half of his cut to the workers, who became the first people to bestow on him the title by which he became very well known, el patrón,
the boss. He also gained the trust of the citizens of the towns his convoys had to pass through, winning their allegiance by paying them in cash and merchandise.
My brother was making a huge amount of money. Usually they ran two loads a month and Pablo could earn as much as $120,000 from each of them. And so he was able to achieve his teenage vow that he would become a millionaire by the time he was twenty-two. It’s very difficult to explain to anyone who has not experienced it, the incredible feelings you have of being rich after you’ve grown up with having very little. Most people have some dreams come true, but suddenly Pablo was in a situation where he could pay for more than all his dreams. The first things he did was make a down payment on a house for our mother, he bought a car for himself, he bought a taxicab for our cousin, and for me he bought a very expensive titanium bicycle from Italy, a bicycle that weighed so little I could pick it up with two fingers. One day I went with him and some of our friends to an outdoor food market; we filled up a truck with lettuce and meat and fish and took it to the poorest neighborhood in Medellín. There was a large garbage dump where the rejects from the city were thrown and these people survived by picking through this mountain of trash for food or clothing that could be repaired and worn or goods that might be cleaned and sold. We went there and Pablo handed out this food. The people loved him for it. That was the type of thing he would often do with his money. Pablo would eventually do many terrible things, but he never forgot the poor people, and they loved him for it. And even until today they remember him and celebrate his life.
The Accountant's Story Page 3
