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The maritime data industry has emerged as a significant opportunity for investors as evidenced from a series of high-profile deals and consolidation moves. Private equity and growth investors have poured capital into maritime data companies, attracted by their subscription-based business models and the increasing importance of data in supply chain resilience.
For example, Kpler, a fast-growing commodity and maritime analytics firm, raised private equity investment in 2022 to fuel a string of acquisitions: MarineTraffic, FleetMon, ClipperData, and most recently Spire Maritime.
Established financial data players are also investing—in April 2025,
S&P Global agreed to acquire ORBCOMM’s satellite AIS (automatic identification system for ships) data business to strengthen its supply chain and maritime intelligence offerings.
Overall, investor interest is high due to robust market growth and consolidation opportunities. Notably, valuations have reflected this optimism: Informa sold its Lloyd’s List Intelligence maritime data unit to Montagu for £385 million, which was reportedly 28× EBITDA, underscoring the confidence in future growth.
While there are still considerable investment opportunities in maritime data industry, private equity investors should ask themselves 8 key questions when considering an investment in this space:
1. How big is the total addressable market?
The base line is often the global commercial shipping fleet segmented by type (e.g., container, tanker or bulk carrier, etc.) or size but it is also important to consider the relevance of a full range of potential segments such as ship owners and managers, charters, ports and terminals, logistics and supply chain providers, marine insurers, shipping financiers and lessors as financial commodity traders. Understanding the existing Ideal Customer Profile (ICP) is key to assessing both current opportunities as future growth options.
2. What are the key market growth drivers?
Increasing adoption levels are often a key driver, given the shipping industry’s reputation for conservativism and relatively low levels of digitalization. New regulations are often also significant such as the recent IMO decision on the Reduction of GHG Emissions from Ships.
3. What is the competitive position of the business?
Identify the direct competitors and their market share—for instance, does the target face competition from giants like S&P Global (after its ORBCOMM AIS acquisition) or from niche specialists in AIS, compliance, etc.? If the market is consolidating, does the company have the scale and breadth to be a likely “winner” or at risk of being marginalized by a larger platform? Also, consider competition from the customer side: some big shipping companies or managers might develop in-house analytics—how does the company justify its value vs. in-house solutions or cheaper alternatives?
4. What is the data quality and uniqueness?
Arguably part of competitive positioning but goes right to the heart of any data business’s value. Consider the primary sources of the company’s data (terrestrial AIS receivers, satellite feeds, proprietary sensors, 3rd party providers, etc.) and how reliable they are and whether the business owns any unique data assets or collection infrastructure that provides a competitive moat.
5. Does the business have an attractive revenue model?
Understanding the breakdown of the company’s revenue (subscription SaaS vs. one-off reports or hardware sales)? For example, Danelec Marine is a hardware-forward data business given its heritage in Voyage Data Recorders but the hardware component may not suit all PE investors.
6. How entrenched is the customer base?
Consider churn and retention for businesses with substantial subscription revenue. Is the data highly valuable and embedded in workflow like Kpler’s commodity cargo data going into financial and physical commodity traders? Does the business own an industry standard – or something that could become an industry standard? (e.g., the Idwal Grade for condition inspection reports.)
7. How robust, scalable and AI Forward is the technology Stack?
Some solutions will require the platform to ingest, process, and analyze massive volumes of data in real time from multiple sources such as satellites, imagery, or IoT sensor data. Investors also need to assess the use of AI/ML: is the company effectively leveraging modern techniques to deliver predictive insights from the raw data? This question addresses both the current capabilities and futureproofing of the tech stack.
8. What are the growth opportunities and adjacent markets?
Beyond the current core offerings, where can the company expand? For instance, can a vessel-tracking firm move into analytics for supply chain or insurance as Windward is attempting. Consider maritime-adjacent verticals: defense, logistics software, even ESG reporting platforms–does the company have a roadmap to tap into these? An investor should query management’s vision for growth: Will it be via new products, geographic expansion, or deeper integration with customer workflows? Also, assess if further M&A is part of the strategy (and if the team has a track record to execute it). Essentially, ensure there is a credible path to scale, either organically or inorganically, in a way that leverages the company’s strengths.
Conclusion
Grant Thornton Stax’s perspectives are informed by deep experience across the broader maritime ecosystem and specifically maritime software. With prior work including analysis of the maritime passenger segment, commercial lines, as well as offshore, we are prepared to support any buy and build strategies.
To learn more about our expertise, experience, and how we curate tailor-made buy and build playbooks through diligence, visit www.stax.com or click here to contact us directly.
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