Oakley’s typical transaction profile
- Primary deals, outside of competitive auctions
- Founder/entrepreneur-led, where Oakley can introduce more institutional processes and governance
- Situations where Oakley already has privileged insight – for instance, prior connection with the management team, company or sector
- Opportunity to effect value-enhancing change, as a consequence of internal or external upheaval
- Potential for growth by acquisition, where target is sub-scale and/or market is fragmented
- Potential for operational enhancements
- Able to generate sustainable cash flows
- Identified exit opportunities
- Transactions are likely to be controlling equity positions
Creative and complex deals
Oakley’s in-house execution capabilities enable it to effectively exploit off-market opportunities, which tend to be more complex, unpackaged and require speed and agility in order to deliver.
Oakley focusses on complex situations in which companies are less well suited for large auction processes and traditional acquirers are less likely to get involved due to requirements for active involvement post acquisition.
The typical businesses Oakley acquires have long to do lists and the focus is on companies undergoing significant change, in sectors with strong growth dynamics.
Given the complex nature of the deals we undertake Oakley’s sector strategy is therefore one of pragmatism: we have developed ‘hubs’ of sector expertise that have evolved through successions of successful investments. Oakley has strong credentials and networks in Consumer, TMT and Education ‘sector hubs’. Those sectors are strongly represented in Fund I, Fund II and Fund III.