The Somali capture fisheries sector is a complex one, involving hundreds of commercially important species, with each species having specific habitats, exploitable limits and ecological requirements.  Each species also has its own value chain, and, depending on the volumes and production method, could have several value chains.  Most of this information is opaque to actors in the value chain. The result is a sector that is uncoordinated and in disarray, where value-chain participants, in acting for their own self-interest, end up worse-off collectively. This is despite the fact that Somali fisheries as of being one of the few “under-exploited” fish resources in the world.[1] This article provides a high-level overview of the Somali capture fisheries value-chain, the structure and characteristics of the value chain, and the drivers of trade and resource exploitation. It is not a technical study, but rather provides an overview of the opportunities and constraints. We present lessons learned and how stakeholders can align to simple proven strategies for growth. At a global level, it is estimated that “nearly 90% of the world’s marine fish stocks are now fully exploited, overexploited or depleted “[2], driven primarily by overfishing beyond replenishment.   The increased demand for seafood by the 1 billion people relying on seafood as their primary protein source only adds pressure on existing stocks.  Anthropogenic factors such pollution, rising sea temperatures, and climate change point to a world where fishers would venture our further and longer for less catch. Value chain analysis represents an important approach for Somalia Development Centre (SOMDC) in its goal of promoting sector-wide improvements. The value chain represents the network of actors in the fisheries sector and analyzes the value addition as the product changes hands from fishermen, processors, middlemen, retailers and ultimately to consumers. A value-chain perspective enables us to assess the potential benefits from the perspective of local stakeholders. Unlike a supply-chain, which focuses more on logistics and costs, a value chain goes one step further in this evolution by promoting a mutually beneficial environment for participants.