We target well defined real assets businesses, specifically in the energy, transportation, communication, environmental services as well as agriculture & social sectors, where we believe our team members’ expertise and relationships provide a competitive advantage.

This approach of concentrating resources on developing investments in the sectors that complement the team’s expertise, positions us well to develop proprietary investment opportunities as well as to seek best in class management teams / potential partners. We also believe this facilitates differentiated development and value-add during our asset management period. This, we believe is key to deliver superior risk-adjusted returns to our investors.

Once the opportunity is spotted, we conduct comprehensive study of the industry and industry players / management teams before we shortlist potential partners to work with. During this process, we analyze and understand each aspect of the industry and the business models currently employed to select explore the most appropriate business model and business plan to work with. We then get into in-depth discussions on potential partnership structures with the chosen target / management team.

There would be no deal without a deep understanding of the industry, business, management as well as agreement on the future plan for the partnership. This is the first step in our process of maximizing returns and minimizing risks.

Bowrington’s platform model is designed to partner with best-in class professional management teams that operate to the highest levels of integrity and are focused on continuing the development of strategies with which they have had proven success. Teams are picked based on competitive advantages they bring to the strategy through technical expertise or operating excellence as well as shared philosophy with regards to sustainability goals and governance standards.

We work closely with the management to set a clear path for success of the strategy. In our partnership model, our role is to support and partner with the management teams over the long-term, extending our participation beyond purely financial support.

We seek to develop a collaborative relationship with management teams / sponsors / partners and seek to align their interest with that of our investors and incentivize management team around clear performance objectives.

We seek to apply our proprietary asset management manual, 'AM CookBook', to improve the performance of our portfolio companies.  Our broader team comprises members who have extensive operating experience in a number of real asset sectors. These individuals bring a wealth of knowledge, hands-on expertise and industry best practices to our portfolio companies, helping them drive operational improvements.

We expect to assist the management teams drive substantial strategic and operational improvements, through our proven operational value creation model that focuses on key areas to significantly enhance financial performance / overall value of our portfolio companies. The application of our proprietary AM CookBook's value creation model is designed to improve operational and financial efficiency, client / employee satisfaction and sustainable revenue growth at each of our portfolio companies.

One of the key objectives is to institutionalize systems and enhance operational rigor in portfolio companies that benefit future stakeholders long after our exit, thus creating long-term value at portfolio companies. This is accomplished through the training and development of people throughout the organization on operations and processes, more importantly building a culture of constant improvements and best practice sharing.  Through this we seek to build sustainable management systems and processes and prepare portfolio companies to be more resilient to external factors, including economic downturns.

Infrastructure and related real assets (including social infrastructure) in particular, have the ability to create significant impact on Sustainability Development Goals (SDGs), positive or negative. Infrastructure and related real assets could greatly help local communities to align their economies and societies to global goals.

As an investor committed to positively impact SDGs, our processes are designed to identify operational / functional parameters that could maximize positive impact and minimize negative impact of operating our portfolio companies on SDGs. Our processes then monitor these KPIs to manage performance of each portfolio company towards creating positive impact to SDGs.

We believe that aligning portfolio companies with SDGs not only help governments meet the sustainability goals, but also, more importantly, grooms the portfolio companies for operating in the new norm. This we believe helps our portfolio companies and the overall portfolio to be more resilient and offer superior risk-adjusted returns to our investors.