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Our investment approach applies the following three core elements of the private equity investment philosophy to public markets.

Highly focused

We look to build a highly concentrated portfolio of no more than 25 companies where we carry out intensive diligence, only investing behind our highest conviction ideas. We focus our investments on smaller companies, typically too small for inclusion in the FTSE 250 index. We believe the best investment decisions are made from a base of knowledge and experience, and we will make the majority of investments in industry sectors which we know well (TMT, Services, Industrials and Healthcare).

Long term

We evaluate each investment opportunity over a 3 to 5-year investment horizon. We have structured our business to reflect this belief and do not intend to run any capital which is redeemable over short time periods. To think like an ‘owner’ of a business we believe your capital should behave like one too.

Engaged

We are engaged investors. We like investing in companies which, whilst good, are under-performing their potential and where we see the opportunity for constructive corporate engagement to unlock improved returns for all stakeholders. We look to build large, influencing stakes in our investee companies and be a supportive partner to management.

Odyssean: View of sectors

Our investment approach is focused on sectors where the team has expertise and where we have successfully made money. We believe the best investments come from a position of knowledge, and our experience in certain areas allows us to identify and diligence the most attractive opportunities.

Our core sector focus is on TMT, Services, Healthcare and Industrials – areas we know well and where we find more depth of companies with the characteristics that best suit our investment approach

The Opportunity: Areas we look to engage on

We use engagement to create, defend or recover value and to deliver differentiated returns.

Asset Utilisation

Fixed Assets

IP Maximisation

Capex Allocation

Governance & Pay

Board static/non fit for purpose

Misaligned incentives

Poor Strategy

Focus

Objectives

Complexity

Difficult to manage

Difficult to understand

Historic bad M&A

Geared transformational deals tend to destroy value 

Lack of integration

Small bolt-ons less expensive and less risky

Margins / efficiency

Operational efficiency

R&D allocation

Investor Relations

Lack of IR strategy

Poor disclosure/liquidity