Growth investing
Naomi Capital is a growth investment firm. We back companies building the future of healthcare, artificial intelligence, education and robotics — and we stay with them through the years it takes for that work to matter.
The firm
Naomi Capital follows a thesis-driven growth strategy in the tradition of the firms we admire: pick a small number of sectors, learn them properly, and then invest behind a view rather than behind a round. We are not looking for the company everyone has already agreed on.
We invest in businesses with real customers and real revenue, where the constraint is scale rather than proof. Minority or majority, growth capital or a control position — the structure follows what the company actually needs, not what a mandate requires us to write.
And we hold. A hospital system, a curriculum, a robot on a factory floor: none of these get adopted on a two-year clock. If we are not prepared to be there for the whole of it, we should not be on the cap table at all.
The things worth funding are the ones that take a decade to look obvious.
Where we invest
A narrow focus is not a limitation. It is the only way to know a market well enough to be early in it and still be right.
Care that reaches further than the building it is delivered in.
Diagnostics, devices, and the systems that carry a clinician's judgement to more patients than a clinic can hold. We look for evidence, a reimbursement path, and a clinical team that has done this before.
Applied intelligence, and the infrastructure underneath it.
We are interested in the layer where a model becomes a product someone pays for — and in the compute, data and tooling that make that layer possible. Not demonstrations. Deployments.
Teaching more people well, not simply teaching more people.
Learning platforms, credentials that employers actually accept, and the software institutions run on. The measure is completion and what happens after it, not enrolment.
Machines doing the work that people should not have to.
Automation for the floor, the warehouse, the field and the operating room. Hardware is unforgiving and slow to fund, which is exactly why patient capital has an edge here.
How we partner
Our sector work happens ahead of the process, not during it. By the time we are in a room with a founder we already have a thesis about their market, and we would rather be told we are wrong about it than be walked through a deck.
We are investors. We bring capital, a network, and the pattern recognition that comes from having seen a sector for a long time. We do not install ourselves in the day-to-day, and we do not confuse a board seat with a job.
Every position is underwritten to a full cycle, which changes how we build them: fewer names, more work on each, and enough reserve to keep supporting a company through the part of the story that is not going well.
Founders hear our actual reasoning — on valuation, on strategy, on the parts we do not believe. A polite maybe wastes months of someone's life. We would rather give a clear no quickly and stay useful afterwards.
Contact
Founders, co-investors, advisers and press all reach us the same way. Every message is read by someone at the firm, and you will get a reply either way.
If you are raising, the useful version is short: what the company does, who is paying for it today, and what the next stage needs.