We acquire with care. We operate with rigour. We exit with intent.
Octillion Capital Partners acquires and operates durable businesses for the long term. We buy, build, and run, across our own balance sheet and through aligned vehicles, including Forteris, our institutional acquisition platform.
A platform and an acquisition holdco, working together.
Octillion is the founder-led parent. Forteris is the institutional vehicle inside it.
The founder-led parent. Originates opportunities, runs joint ventures with founders, and takes on selective advisory work. Flexible by design, personal in approach.
The institutional vehicle inside Octillion. Acquires and permanently owns cash-generative businesses alongside aligned partners. Structured, disciplined, built to compound over decades.
How we’re built to buy, hold, and operate.
Five layers, one operator. The structure that lets us move quickly, hold patiently, and operate seriously.
Acquisition platform
We acquire cash-generative businesses and hold them for the long term, primarily through Forteris, our institutional acquisition vehicle.
Holding company
Long-term ownership of operating businesses through aligned vehicles, including Forteris, our institutional acquisition platform.
Operating vehicle
Hands-on operating experience across brand, performance, finance, and M&A. We work inside the businesses we own.
Advisory
Selective advisory work for founders, operators, and capital partners, where our experience adds more value than our balance sheet.
Strategic network
A trusted group of operators, advisors, lenders, and capital partners we deploy alongside, quietly and deliberately.
Profitable, asset-light businesses in fragmented markets.
We partner with founders of profitable, asset-light businesses where recurring customer relationships and operational discipline are already in place, and where digital enablement and scaled infrastructure can unlock the next stage of growth.
Typically £300k–£3m in revenue, with proven resilience, strong retention, and real headroom to compound.
Asset-light model
Value sits in customer relationships, recurring contracts, and intellectual property, not in fleet, equipment, or real estate.
Recurring, durable demand
Multi-year contracts, subscription models, or repeat-customer relationships. Low churn, predictable revenue, high lifetime value.
Fragmented markets
Local, regional, or niche operators in industries with no dominant player, ripe for platform consolidation and roll-up.
Founder-led and stable
Founder-built, already profitable, operationally sound. It does not need fixing, it needs scaling and infrastructure.
Emerging digital opportunity
Strong operations, limited digital presence. Technology enablement and modern customer acquisition can unlock material value.
Strong financial profile
£300k–£3m revenue, £150k–£1m EBITDA, 15%+ margins with clear runway for expansion. Proven unit economics, stable cash generation.
Clear about the fit. Clearer about what isn’t.
We are not the right partner for every business. Being direct here saves everyone time.
Asset-heavy businesses dependent on fleet, equipment, or significant real estate.
Project-driven revenue with high delivery risk and no recurring base.
Founder-dependent businesses that cannot operate if the founder steps back.
Highly concentrated revenue, with any single customer above 30%.
Pre-revenue or early-stage ventures still finding product-market fit.
Distressed or declining situations requiring an operational turnaround.
Principles we don’t bend on.
Long horizons.
We measure outcomes in decades, not quarters. The structures we build reflect that.
Operator-led.
We have run the businesses we own. Capital is one input; judgement is another.
Quiet by design.
We talk to the people who matter. The work itself is the message.
Skin in the game.
We acquire and operate the businesses we own. We carry risk alongside the partners and operators we work with.
When experience is worth more than capital.
A small number of selective mandates each year, where we sit beside founders, boards, and capital partners on the decisions that actually matter.
Sale readiness, succession planning, and pre-transaction operating work for owners thinking 12 to 24 months ahead.
Brand, performance, and finance work inside businesses we know well, often alongside the management team.
Diligence, structuring, and post-close operating views for family offices and funds investing in our adjacent markets.
Sounding-board work for chairs and CEOs on strategy, M&A, and the awkward conversations no one else will have.