Twenty-five hours is a modest-looking number in an investment story. It will never compete with a billion-dollar figure for attention. Yet at Kompass Kapital, every employee receives that much paid time each year for community service. There is something refreshingly awkward about the detail: generosity has to be scheduled. The calendar, that formidable opponent of good intentions, gets a vote.
For Jayson Kuti, the co-founding partner of the Overland Park investment firm, it is an apt place to start. His account of business success gives credit to the teams he has worked with. His investment philosophy includes building companies that give back. Those ideas are easy to admire in a biography. The interesting part comes when they acquire people, budgets and recurring obligations.
Kuti’s business world includes home service technicians, logistics specialists, private aviation executives and British broadband operators. Their daily work is very different. The question running through the organization around him is whether a common approach to partnership can be useful to all of them. A broken furnace and an aircraft fleet do not require the same expertise. Both require someone who knows what they are doing.
A family office with room for other families
Kuti attended the University of Kansas; his LinkedIn profile lists the years 1991 to 1995. He is now based professionally in Overland Park, within the Kansas City metropolitan area. His public career centers on entrepreneurship and investing, with an emphasis on consulting industry leaders and helping guide investment philosophy and strategic direction.
Kompass formally brought its investments together in 2014. The milestone was organizational: a single-family office could steward capital in one place and support the businesses around it. Kuti and Bradley Berger are its co-founders. The firm’s history places the development of shared business services in 2015, followed by the launch of Founders Home Service Group in 2021.
The current leadership arrangement matters to the portrait. Kuti is listed as co-founding partner. Courtney Conrad is managing partner and CEO. Around them are investment, finance, legal, operations and human resources specialists. A founder’s influence can continue through direction and relationships while other people carry substantial responsibility for running the organization.
Kompass invests its own capital and invites other families and investors to participate alongside it. Its published investment options include direct investments, co-investments, funds and special-purpose vehicles. That gives the firm several ways to enter a relationship. The work begins with choosing which structure fits the business and the partners involved; the structure itself cannot supply good judgment.
These are Kompass’s reported figures as displayed in October 2026. They describe the firm’s investment platform. The distinction between a broad set of investments and five managed portfolio businesses helps explain its shape: the same office can allocate capital through funds and also maintain closer relationships with operating companies.
The local name on the van
Home services bring the partnership question down to street level. Founders Home Service Group acquires and helps grow HVAC, plumbing and electrical businesses. Its proposition gives a retiring owner a route out while emphasizing preservation of the company’s brand, team and reputation. For an owner who has spent years answering customers’ calls, those details can be inseparable from the business itself.
Founders also works with owners who want to keep growing. Shared processes, financial support and operating expertise are part of its offer. Paul Selman, its chief operating officer, brings an accounting background and more than two decades in HVAC. Here, the general language of partnership meets somebody who has actually run branches and worked across regions.
This is one practical setting for Kuti’s emphasis on teams. The investor needs an operator’s knowledge; the operator may need resources beyond those available inside a local business. A useful relationship leaves room for both. A familiar name on a service van represents years of customer experience. Changing its ownership is a financial event with consequences that continue after the paperwork is filed.
Private aviation presents a different version of continuity. In July 2024, Kompass announced a strategic investment in Airshare and became the leader of its ownership group. Existing investors retained substantial equity positions. The transaction brought new capital into an established network rather than sweeping that network away.
At the time, Airshare had recently acquired the Wheels Up aircraft management business. The announcement described nearly 600 employees and a fleet approaching 150 aircraft. Those were transaction-era figures, a picture of the company when the investment arrived. Its next stage required support for an operating business that was already handling the complications of growth.
Berger spoke for Kompass in the announcement and emphasized Airshare’s leadership. The shared thread with home services is the importance of the people already inside a company. Retaining prior investors also preserves relationships and experience. Continuity is a fairly unglamorous word for something that can take years to replace.
Kansas roots, a British connection
Kuti’s interests extend across the Atlantic. He is listed as a person with significant control of LightSpeed Fibre Holdings Ltd, effective July 6, 2023. The recorded control includes at least 75 percent of shares and voting rights, along with the right to appoint or remove directors. His full name appears there as Jayson Alexander Kuti.
LightSpeed brings broadband and digital infrastructure into the portfolio. It serves homes, businesses and service-provider markets in the United Kingdom. The operating problem differs from aviation or home repairs: building and running networks requires attention to infrastructure, service reliability and the needs of the places those networks reach.
The portfolio also includes Dynamic Logistix, which combines transport management technology with shipping expertise, and Moonshot Solutions, which provides managed IT and cybersecurity services. Seen together, these businesses give Kuti’s investment world an everyday quality. Freight has to move. Connections have to work. An organization needs its systems available when people arrive for work.
Kompass’s managed portfolio, October 2026. This is a sector map, not a comparison of investment size.
Owning interests in varied businesses makes expertise a continuing requirement. No single founder can be the local authority on every service, market and operating decision. Kuti’s stated reliance on teams has a practical context here. The organization needs people who can translate a shared investment approach into the particular demands of each company.
Giving back needs an operating system
A photograph from November 4, 2017 places Kuti and Maureen Kuti among guests at KidsTLC’s Benefit17 at Arrowhead Stadium. The evening included cotton candy-topped champagne, auctions and an LED dance floor. Finance has its spreadsheets; Kansas City’s social calendar occasionally supplies sequins. The photograph catches the pair within a group, away from the formal language of investment.
There are other civic connections. Maureen and Jayson appear in the Kansas City Symphony’s May 2025 contributor list. Jayson is also listed as a committee member of the Kompass Kapital Foundation. Together, those details place giving back within a set of organizations and activities, rather than leaving it as a line in an investment biography.
Kompass’s philanthropy developed from the founders’ and employees’ existing commitments. The foundation now coordinates giving, including a program that doubles charitable contributions made by operating companies in their communities. That arrangement gives local businesses a role in deciding where support goes and adds resources from the wider organization.
“Our goal has been to balance focus with flexibility.”
Courtney Conrad, on Kompass’s philanthropy
The twenty-five-hour volunteer policy makes participation part of paid working time. Company-wide volunteer days sit alongside individual choices. The firm describes projects with Habitat for Humanity, among other local organizations. It also supports networks for women’s leadership and family-office peers. These are different forms of participation, each requiring someone to organize the meeting or show up for the work.
The connection to Kuti’s philosophy is concrete. A business that gives back needs arrangements that keep giving possible when ordinary demands pile up. A matching program needs administration. A volunteer day needs a place in the schedule. The machinery is less photogenic than the gala, but the gala photograph would make a poor substitute for it.
The next test is ordinary work
The investment platform continues to change. In December 2025, Kompass announced participation in PERENfra’s Perennial Infrastructure Fund I, marking its first move into U.S. water infrastructure. The fund targets new and existing projects. It adds another essential service to an investment world already concerned with transport, connectivity and the functioning of homes and businesses.
In August 2026, Moonshot announced its inclusion in the MSP Collective’s directory of certified external service providers following its Final CMMC Level 2 certification. That development belongs to the portfolio company and its team. It is also an example of the specialist work that continues inside a portfolio while a founder helps set its broader direction.
Kuti credits teams with his success. The businesses around him make that acknowledgment easy to understand. Their work has customers, deadlines, local knowledge and technical demands. His investment thesis asks successful companies to give back as well. The resulting story lives in the relationship between a founder’s stated belief and the people who give it a working form.