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Our News

Our expert in-house capability provides accurate, up-to-date and incisive research to deliver swift, precise outcomes. Targeted individuals are engaged with care and professionalism and the client opportunity presented in a clear and well-prepared format.

The infrastructure landscape is ripe with opportunity

city with time lapsed lights

By Nick Irving

The vast scope for fund investment hasn’t been dampened by coronavirus. As we begin to exit the uncertainty of the last year or so, funds are actively looking for the right opportunity — and there is plenty to be had throughout Europe. 

One of the biggest opportunities lies in infrastructure. Fund managers would do well to consider how they can invest in infrastructure and, importantly, what they need to do to give those investments the strongest possible start. 

There is huge pent up demand for action throughout Europe. With major cities, bustling industrial towns, coastlines, ports, commercial airports, acres upon acres of brownfield… the list goes on. Regardless of whether its road, rail, utilities, energy, telecoms etc, there is an opportunity to be had.

Who will be looking for deals?

There are a number of huge infrastructure investors who will be clamouring to find the opportune project. They’ll face competition from established property firms and investment funds, which often have the monopoly on land in their region. There may be some ruthless competition over the contracts available. 

How will they be gearing up?

The key question is how will infrastructure investors capitalise on the options for good deals? 

As with any business opportunity, the key to a successful project lies in finding the right people to source and run it.  We’re seeing the beginning of a war for talent among funds and investors as they race to secure experts from within their own industry and beyond. 

Taking the UK as an example, if we look at the public private partnerships (PPPs) that have been most successful over the last decade or so, there’s a common theme in the form of the breadth of talent they recruit. Bringing on expertise from multiple industries pays dividends when combined with the existing know-how inside the fund or investor itself. The same is true in mainland Europe, where successful projects have been led by broad teams. 

The benefits of excellent infrastructure 

PPPs work because they offer benefits across the board. Infrastructure is a safe return for pension investment funds, which is often the source of the private cash, and the public benefits from improved facilities. With an ageing population and a need to grow pension pots to suit, PPPs offer a win-win, so we can expect to see more public private partnerships investing in the North West. 

Infrastructure projects are generally long-life, with a typical work cycle of 10 years or more. That’s a decade of employment, cashflow and investment in the region in question that should not be underestimated. 

Where are the deals likely to be?

We expect there to be deals struck around the less mature infrastructure markets. These markets are still ripe with deals as they’re less expensive to buy — good examples are rail networks in France and Italy, and wireless networks throughout the EU. Then there are also younger markets such as bio energy and the infrastructure that’s associated with enabling that. Again, we expect deals to be made here. 

Who will be leading the new projects?

We expect the talent to be brought in from within the geographical locality, but outside the existing infrastructure sector. We’re seeing a real rising demand from infrastructure funds to source people from industry: manufacturing, engineering and so on. They have the nous to make large scale projects work; they understand the pressures of the job and they have experience in rallying huge teams. These are the ones to watch as we move out of a pandemic-focused world. 

A version of this blog first appeared on North West Business Insider in April 2021. 

The EMI Practice at Howgate Sable really took the time to understand our situation and find exceptional candidates who could fulfil challenging international leadership assignments for a truly global company with a history that spans well over 200 years.

It was a first class experience and positive outcome on many levels.

 

Barry McDonnell – Director of Manufacturing at De La Rue International

I have worked with the Howgate Sable team on several occasions whilst hiring mission-critical executives. Partnership is the byword for this organisation – they act as an extension of my team and work hard to support me not only in the technical solution, but in the sense of a deep understanding of my specific requirements. Delivery is the key measure of our talent partners and Howgate Sable have always achieved what was asked of them.

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Bridget Lea – O2

I was particularly impressed with Howgate Sable’s knowledge and network in the aviation sector, the quality of the candidates provided at shortlist and the availability of Nick and the team to provide us with advice and guidance on candidates when required. Nick was particularly effective in understanding our needs as a Company and being flexible in adapting requirements and plans.

Paul Hutchings – Thomas Cook Group Airlines

I have recently worked with Nick from Howgate Sable to recruit a new Head of Aircraft Operations for Thomson Airways. I was particularly impressed by the wide-reaching search undertaken and the quality of the candidates put forward. The skills match to the brief was excellent and I am delighted with the individual we selected.

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From their initial call to me the Aviation practice team at Howgate Sable demonstrated a significant difference. Straightforward and to the point, the extent of their network and deep insight into the industry was immediately evident. The added value I have received as a candidate is tangible. An almost instant rapport quickly developed into a focused business relationship which is open, honest, respectful and above all trustworthy.

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