Odyssey Investment Partners

Odyssey relies on a dedicated business development team and a network of industry relationships built over its 25-year history. The firm actively seeks investment opportunities in companies with strong growth prospects, targeting those with positive secular trends in industrial and business services. Its focus on majority-control investments in family- and founder-owned businesses also generates direct, proprietary opportunities.

Odyssey seeks cultural, strategic, and economic alignment with management from day one. It develops a long-term roadmap collaboratively and provides tailored support across business functions, including M&A, technology, and process improvement. The firm emphasizes mentorship and open communication, with a team-based approach that extends across Odyssey and its portfolio companies.

No. Odyssey explicitly requires majority control in its investments. The firm states a need for structural flexibility to meet situational needs but will only pursue positions where it holds majority ownership. This allows Odyssey to drive its Buy, Build and Integrate strategy at the board level.

Odyssey invests primarily in three broad sectors: industrial manufacturing, industrial services, and business services. Within industrials, it focuses on aerospace and defense, building products, engineered components, electrical products, industrial technology, packaging, safety products, and specialty chemicals. Within business services, it targets human capital management, insurance and benefits, legal services, pharma and biotech services, and testing and certification.

Odyssey targets companies with EBITDA of $20 million or more and enterprise values between $100 million and $1 billion. Its equity investments range from $100 million to $300 million per deal. The firm invests from its current sixth fund, which closed with $3.25 billion in capital commitments.

Odyssey operates with a senior leadership team that includes Chairman Stephen Berger and Managing Principals Henry Bendit, Tug Fisher, and Jonathan Hall. Decisions are made across this experienced group, which has deep roots within the organization following a long-tenured, stable team culture.

The model starts with acquiring a middle-market platform company in an identified industrial or business services sector. Odyssey then aggressively pursues add-on acquisitions — the firm has completed about 300 add-ons across roughly 50 platforms. Finally, it integrates these acquisitions to build highly efficient, diversified market leaders with attractive long-term growth profiles.