In an age when business is often marked by rapid exits and transactional mindsets, Ghassan Ayidh stands out from the pack. His is a story of values-driven vision. Raised in an entrepreneurial family in Saudi Arabia, Ghassan was introduced at an early age to both the challenges and successes of building a business from scratch. He is now the founder of OxMar Partners, the country’s first search fund. His investment strategy is not chasing four or five deals or quick riches. It is discovering one superb business and extending it with persistence, hard work, and long-term commitment.
An Entrepreneurial Foundation
Growing up around small and medium-sized enterprises gave Ghassan a front-row seat to the complexities of ownership. It sparked a curiosity that only deepened with time. After leading major projects in his professional life and completing an MBA at Harvard Business School, he made a decision. He wanted to operate a business, not just invest in one.
“The search fund model really spoke to me,” he says. “It allowed me to combine entrepreneurship with disciplined investing. That is how OxMar Partners came to life. I saw it as a way to acquire one strong Saudi company and grow it while applying world-class standards in a local setting.”
His model is different from traditional investors. He is not looking to build a portfolio of companies or exit after a few years. His focus is narrow by design. One company. One long-term mission. And a deep level of involvement.
“I want to be part of the business full time, working alongside the management team,” he explains. “This is not a financial play. It is a commitment to building something enduring.”
Facing Resistance with Resilience
Launching a search fund in a market unfamiliar with the concept was no easy task. Ghassan quickly realized he would need to educate stakeholders from the ground up.
“I had to explain what a search fund is and why it matters,” he says. “That meant sharing global examples, bringing on respected investors, and clearly showing how aligned interests lead to better outcomes.”
Another challenge was sourcing deals in a space that is still developing. To address this, he built a solid outreach strategy and tailored his communication style to fit local norms. The ability to adapt, listen, and lead with integrity has been key to gaining traction in an emerging market.
Preserving What Matters Most
Ghassan’s goal is not to take over a business and change everything. In fact, it is the opposite. He wants to protect what already works.
“The founder’s legacy is often what makes the company special,” he explains. “I see myself as a steward of that legacy. I want to retain key staff, honor long-standing relationships, and make any changes gradually and with input.”
This mindset extends to how he engages with sellers. For him, a successful handover is not purely about money. It is about trust.
“When both sides walk away feeling confident and respected, that is success,” he says. “It should feel more like passing the baton than walking off the field.”
Conversations that Shape Understanding
When he meets with business owners, Ghassan starts by listening. Every conversation begins with understanding their goals and what they care most about.
“Some are deeply attached to their employees. Others care about their brand’s reputation or their customers,” he shares. “There is no one-size-fits-all approach. I tailor the transition to their priorities.”
Through these conversations, he has come to understand how personal the decision to sell can be.
“Selling a business is emotional. It is often a life’s work. And much of the company’s wisdom lives in the founder’s head, not on a spreadsheet,” he says. “That has only made me more committed to learning from them and ensuring their experience remains part of the company’s DNA.”
This mindset has shaped how Ghassan approaches conversations—with curiosity first, never assumptions. And over time, those conversations have left a lasting impression. One that stood out came from a founder in the HVAC industry who had spent over 35 years building his company.
“One of the most memorable conversations I had was with a founder who had built his HVAC business over 35 years. I opened with a simple question: ‘Where do you see the company in the future?’ Instead of talking about growth or numbers, he spoke about his people—how one technician had been with him for over 20 years, how he built long-standing relationships with supplier owners and their families, and how some of his customers were now third-generation clients. That kind of loyalty and legacy doesn’t show up on a spreadsheet. We spent most of the conversation focused on how to preserve that trust, not disrupt it. It reminded me that for many founders, selling a business is about continuing the legacy—not optimizing the spreadsheet. And that’s how I approach it too.”
A Practical Yet Purposeful Leader
No two days are alike for Ghassan. His schedule includes market research, deal analysis, calls with owners, updates to investors and managing his team. He carves out time in the morning for strategic thinking and uses the afternoons for operational tasks.
What keeps him steady is a strong sense of purpose.
“Early in my career, success was defined by closing a deal. Today, it is about long-term impact. I want to help build a company that creates jobs, grows sustainably and makes a real contribution to the local economy,” he says. “And I want my investors to feel they are part of something meaningful.”
He also finds motivation in the smaller victories.
“When a seller starts to trust the process or when a team member grows into their role, those are the moments that energize me,” he adds.
The Role of Mentorship and Legacy
Mentorship has played a key role in Ghassan’s journey. From early advisors to his time at Harvard to the seasoned investors he works with today, he has benefited from strong guidance. Now, he makes a point to pay that forward.
“I try to be generous with my time, especially with younger professionals exploring entrepreneurship through acquisition,” he says. “And I make sure to empower my own team to take initiative while being there for support.”
When asked what advice he would offer to emerging leaders in the region, his response is clear.
“Be bold. You do not need to follow a conventional path. Learn deeply, stay rooted in your culture and always act with integrity. People may forget your title, but they will never forget how you made them feel.”
A Legacy in the Making
As for the future, Ghassan is focused not just on building a successful company but on creating something bigger than himself.
“I want to be remembered as someone who built a bridge,” he says. “A bridge between tradition and innovation. Between local businesses and global capital. Between ambition and responsibility.”
If OxMar Partners becomes a model that others can follow, that would be enough.
“If I can inspire even a handful of people to pursue work with purpose and values, that would be a legacy worth leaving,” he reflects.
Conclusion
Ghassan believes approachability is a key part of building trust. “I keep an open-door policy—there’s only one phone number I use, and it’s shared widely. I’m also highly responsive across social platforms. Whether it’s a business owner thinking about succession or an intermediary exploring the right fit for their client, I’m always open to a conversation.”
Ghassan Ayidh’s work through OxMar Partners is reshaping what it means to invest with intent. His story is one of thoughtful leadership, long-term focus, and a genuine respect for the people behind the business. In a region that is rapidly transforming, his approach offers a blueprint for sustainable growth grounded in trust, purpose, and human connection. It is not the fastest path, but it may be the most lasting.
