Magellan Partners: a success story supported by Oderis
In a context where build-up strategies are accelerating and large-scale operations are multiplying, long-term support becomes a key success factor.
For nearly 10 years, Oderis has been supporting the Magellan Partners Group (consulting in organization and information systems) in capital operations and external growth.
A relationship of trust that has allowed all stages of development to be navigated, up to the recent transaction with the acquisition of the application development activities of the French payment group Worldline — reaching nearly one billion euros in turnover, the largest deal ever supported by Oderis.
IT Due Diligence: uncover hidden opportunities and risks
In a context where technological investments are exploding, integrating an IT analysis into your M&A operations is no longer optional. It is a strategic imperative to secure your decisions, detect risks, but also reveal value-creation levers and feed negotiation.
There are some situations where you must immediately integrate an IT analysis in due diligence. Because these topics, if poorly assessed, can skew valuation or slow the realization of the business plan, and affect the operations and functioning of the company in the face of cyber risk.
Evaluate to decide better: the stakes behind 100 missions carried out in 2025
In an increasingly demanding economic context, the question of valuing assets, equity or operations becomes a strategic lever to secure, negotiate or structure decisions effectively. It is with this logic that many leaders, shareholders, funds or CFOs have called on our Valuation team this year.
In 2025, already 100 missions have been conducted, more than three months ahead of the rhythm of last year. Behind this volume, there are concrete and varied needs that we helped address, by providing rigorous framework, pedagogical analyses and tailor-made responses.
Oderis has completed its very first carbon footprint assessment
As a service provider, we are proud to contribute to limiting the scope-3 emissions (“Purchases of goods and services”) of our clients, who, like us, have committed to reducing their carbon footprint.
By performing the exercise ourselves, we were able to see how important this emissions item is in our sector (and others), with few reduction levers without the involvement of all suppliers and contractors.
This first assessment is a solid base on which we will continue to progress. And above all, a strong signal sent to our clients and partners: the transition is done together.
Since 2020 and the onset of Covid-19, French companies have faced successive crises each year directly impacting their performance.
Rising costs (procurement, energy, interest rates) and overall indebtedness, combined with a drop in consumer demand and business investment, have led many leaders to find themselves in difficult situations.
In an increasingly global (competition) and financialized (leverage) economy for the last twenty years, fundamentals (policy, taxation) appear more unstable each day and crises follow at a frantic pace.
Focus on Spain: a growth relay for French investors
In 2025, cross-border operations between France and Spain are accelerating markedly. Over the first eight months of FY25, 31 transactions have already been concluded on the Spanish side with French acquirers, versus 25 for the whole of FY24. A dynamism that we also see in our missions: we have already carried out more than 30 financial due diligences in this market, that is 50% more than the previous year.
These operations involve both funds and corporates, on the French and Spanish side alike. The most active sectors? Software and IT services lead with 31 transactions since FY23, and business services showing strong growth (10 operations during the period, including 4 in FY25). However, the other sectors are not left behind, including Education & Training, Hospitality & Restaurants, Tourism, Agri-food Industry...
Interim Management: the discreet but decisive asset of LBOs
At key moments in an LBO, a well-chosen interim manager can make all the difference — provided they are integrated into a structured mechanism and managed by private equity experts.
In the world of LBOs, the success of an investment depends as much on the quality of the assets as on the capacity of leadership teams to deliver the expected value creation.
Yet, the human factor is often the one that destabilizes the most: leaders unfit for a new strategic phase, profiles becoming incompatible with the fund’s agenda, unforeseen managerial ruptures … In these critical situations, interim management is a solution that is reactive, pragmatic and now strategic.
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