Oshosi Capital Partners advises the value chain builders that serve the next generation food and beverage consumers in the Global South.

The world's fastest-growing consumers sit behind unbuilt agrifood infrastructure and unread country risk. Oshosi Capital Partners closes both gaps.

At least 80% of new food and beverage consumers over the coming decade will be located in emerging and frontier markets.

By 2050, the 2.5 billion new urban dwellers will largely live in the Global South and spend between $13-50 per day, ultimately driving demand for more packaged, high value foods and new ways of consumption both at and away from home.

Still, most emerging and frontier markets suffer from crop production yield gaps, a lack of efficient processing facilities, and limited post-harvest and production storage and transport infrastructure.

Moreover, hard commodities—oil, gas, and metals—will be equally important in fortifying opportunities and ensuring reliable access.

Country and sovereign risk at times will complicate the build-out of food and beverage value chains, but aggressive development plans and macroeconomic targets—especially among the 76% of emerging and frontier market countries that are net food importers—will accelerate sector growth.

Portrait of James Francis

Oshosi Capital Partners is led by a team with deep commercial, financial, operational, and strategic expertise in country and industry.

James Clinton Francis is Principal of Oshosi Capital Partners (OCP).

Mr. Francis has spent nearly a decade and a half analyzing global commodities markets and infrastructure projects, as well as building and actively managing businesses across the food and beverage value chain—farm, factory, fork, and franchise. In 2026, Mr. Francis founded Oshosi Capital Partners after he saw an opportunity to leverage his unique combination of deep operating and strategic knowledge, sector expertise, and international network into an advisory vehicle focused on the sectoral and infrastructural linchpins that will enable superior returns and exponential growth.

Having worked at White & Case, J.P Morgan & Chase, and Eurasia Group, as well as the Kraft Heinz Company and Cargill, Mr. Francis’ diversified professional experiences give him comfort interacting with portfolio investors, established operators, and emerging entrepreneurs across restructuring, corporate strategy and transformation, and commercial strategy and growth.

Mr. Francis is a graduate of both Columbia University (CC’ 10, LAW, ’24) and the University of Pennsylvania (WG ’21) where his courses of study focused on the international political economy, private international and comparative law, and financial restructuring and turnaround strategy. Mr. Francis speaks French and Spanish, and has studied Portuguese and Swahili; is a Term Member of the Council on Foreign Relations; and, serves on the Board of a not-for-profit, the Telluride Association.

Oshosi Capital Partners reflects deeply on extraordinary developments in the political economy of the Global South and across the food and beverage value chain.

Oshosi Capital Partners formulates short- and long-form diagnostic insights on the political economy of key sovereigns and commodities markets across the Global South, as well as strategic developments of major agrifood players.

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Since its founding, Oshosi Capital Partners has built out its expertise across an array of advisory and consulting disciplines.

Oshosi works with diverse teams to provide answers and create solutions that meet specific needs. At the core of Oshosi’s advisory and consulting, the firm is committed to providing specialized solutions across three different verticals.

Drawing on the spirit of Oshosi—a Yoruban deity of the hunt, forests, animals, meals and wealth—OCP prides itself in its astuteness, craftiness, and wisdom in all of its engagements.

Macro Strategy and Sovereign Risk Advisory
Baseline and alternative macro forecasts

Forecasting growth, inflation, currency, and rates across countries and regions, building scenario modeling for tail-risk events (recession, currency crisis, commodity shock, policy shift), producing country and regional outlook reports delivered on a recurring (monthly/quarterly) basis, and conducting custom stress-testing of a business plan or portfolio against macro scenarios.

Sovereign risk and credit assessment

Conducting sovereign creditworthiness analysis - debt sustainability, fiscal trajectory, external balance position, carrying out delineation of the public sector and review of strategic business plans governing state-owned assets, performing sovereign default and restructuring probability assessment, delivering comparative sovereign risk scoring across a client's country exposure or investment universe, and building early-warning indicators for currency crises, capital controls, or debt distress.

Geopolitical and policy risk advisory

Performing political risk assessment - election outcomes, regime stability, policy continuity, conducting trade policy and tariff impact analysis for supply chains and market access, delivering sanctions exposure and regulatory risk mapping, and providing ongoing geopolitical event monitoring and rapid-response briefings tied to client-specific exposure.

Investment and portfolio positioning support

Supplying country and asset allocation recommendations tied to the macro/sovereign outlook, providing currency and rates strategy advisory for hedging and positioning decisions, offering due diligence support for sovereign bond investments or emerging-market exposure, and conducting portfolio stress-testing against sovereign and macro shock scenarios.

Market Entry, Commercial Growth, and Opportunity Capture
Market sizing, whitespace, and profit pool model

Constructing TAM/SAM/SOM built bottom-up across segments, geographies, and channels, with attractiveness mapped by growth, margin structure, competitive intensity, and entry barriers.

Segmentation framework and growth thesis

Developing priority segment definitions, ideal customer profiles, and a segment-specific value proposition, offer mix, pricing posture, and coverage model.

Initiative prioritization and investment model

Producing ranked growth bets sized by revenue, margin, and investment economics, including scenarios, payback, and sensitivity analysis.

Multi-year growth roadmap and launch plan

Designing sequencing, milestones, and stage gates across pilot, rollout, and scale, with outreach plays, messaging, and performance tracking for priority initiatives.

Leadership decision materials and facilitation

Delivering go/no-go recommendations, trade-offs, and capital allocation choices, delivered through structured working sessions to align leadership.

R&D and innovation pipeline governance

Creating stage-gate process design, evidence thresholds, decision rights, and portfolio review cadence to prioritize R&D programs and improve pipeline funding decisions.

Strategic Transformation and Turnaround
M&A and corporate development strategy

Shaping the rationale and logic behind a potential deal, weigh internal development, acquisition, or partnership as paths to the same goal, producing maps of the competitive and market landscape surrounding a potential move, and supporting shortlisting candidates to fit the broader growth agenda.

Target identification and shortlisting

Handling identification of potential counterparties and analysis of working list of candidates, defining criteria used to screen and rank them, and supporting production of a final shortlist for expansion into a new capability, customer group, or region.

Synergy evaluation

Driving quantification of achievable cost savings from the ground up, sizing potential revenue gains using the same bottom-up approach, estimating the non-recurring costs tied to realizing those gains, and building timelines for when value materializes to support deal pricing and integration planning.

Operating outcomes

Optimizing revenue growth management, improving salesforce effectiveness, and delivering supply chain realignment and procurement review.

Transaction execution and integration management

Leading preparation plans for the organization to operate from the first day of ownership, laying out how the businesses combine or separate operationally, managing the wind-down of transition service agreements, and tracking whether projected synergies are actually being captured, from close through the first hundred days.

Separation and spin-off strategy

Defining what is included in and excluded from the deal, modeling the costs of running the business independently, identifying and addressing costs left behind after separation, and building the operational plan to execute the split.

Let's talk.

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Call:
+1.407.259.4663
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@oshosicapital