In this edition
This month, European infrastructure investment activity spans energy transition, transport, digital infrastructure and essential services. In this edition of the ODM Infrastructure & Investment Review, we cover recent transactions, new platforms, financing and fundraising developments, alongside senior appointments across the market. We also consider how asset management capabilities are evolving as investors pursue value-add strategies.
ODM Perspective
For infrastructure investors pursuing value-add alongside core and core-plus strategies, the demands on asset management teams are evolving. Strategies built around business growth and operational improvement often require more involvement with portfolio companies than a model designed for mature, cash-generative assets.
In his recent article, Ashley Morris considers how firms can align their asset management capabilities with the returns they are seeking to deliver.
For established businesses with experienced management teams, asset management may centre on governance, capital allocation and judgement about when to intervene. Value-add investments can involve a different workload: helping build leadership teams, supporting expansion and working closely with management as growth plans are put into practice.
Alongside board responsibilities, the time and support each business needs between meetings can help firms assess team capacity. A useful starting point is the time and attention each business needs between meetings, and whether the team has enough capacity to provide it.
There is no single ideal background. Investment professionals, experienced operators and people from consulting or private equity can all bring relevant skills. Experience of delivering change, alongside identifying opportunities for improvement, can be particularly valuable when performance moves off plan.
For existing teams, additional support might mean bringing in operating experience, adjusting portfolio responsibilities or drawing on specialist expertise. Clear responsibilities and appropriate decision-making authority also help those accountable for delivery act effectively.
Reviewing these needs at the outset gives firms more flexibility. Considering additional support early gives teams more scope to focus on the longer-term improvements envisaged in the investment case.
The right structure will depend on the portfolio and the work required. Considering capacity, experience and authority early gives firms the opportunity to build on existing strengths and support their teams as the strategy evolves.
Read Ashley Morris’s full article in our European Hiring Review.
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11 updates
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9 appointments