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Founded in 1989, Olam International Limited began as a small trader of cashew nuts. Over the years, it grew into a multicountry, multiproduct integrated agribusiness. In 2016, Olam was one of the 30 largest Singapore Exchange-listed companies by market capitalization and recorded annual turnover of USD14.2 billion. This case examines Olam's corporate strategy in three chronological phases: (i) 1989-2005 (organic growth); (ii) 2006-2012 (organic and inorganic growth); (iii) 2013-2016 (sustainable growth and generation of positive free cash flow). In November 2012, Olam temporarily put the brakes on its expansion drive following a short seller's attack. The third phase (2013-2016) saw Olam conducting a strategic review, re-calibrating its strategic plan, implementing restructuring initiatives, and working towards new goals and its new vision. During this period, Olam attracted capital from two strategic investors - Singapore's Temasek Holdings and Japan's Mitsubishi Corporation. Besides describing Olam's financing strategy, this case also summarizes Olam's major acquisitions, divestments, joint ventures and greenfield investments. This case may generate a discussion on the challenges that Olam would have to overcome in its quest to become the most differentiated and valuable global agribusiness.