EQT's Lennart Blecher - active ownership of real assets

What It Covers

EQT Deputy Managing Partner Lennart Blecher traces the evolution of infrastructure investing from core asset ownership to active operational management, explaining how EQT grew its infrastructure fund from €1B to €21B by applying private equity governance models to essential-service companies across 15 countries and three continents.

Key Questions Answered

• •Active Ownership Model: Infrastructure investors should take controlling stakes (typically 100%) in portfolio companies rather than passive positions, then deploy a "Full Potential Plan" alongside dedicated management teams, sector-specialist investment professionals, and 600 industrial advisers who invest personal capital alongside fund capital to align incentives throughout the value creation process.
• •Digital-Energy Convergence: Data center operators and renewable energy owners should integrate capabilities now, as AI infrastructure demand makes this combination commercially essential. Building a gas-fired power plant in the US requires 7-8 years for permits; renewables plus decentralized grid solutions are the only viable near-term path to powering hyperscaler data center expansion.
• •Scale as Competitive Moat: At EQT's infrastructure scale, only four or five global competitors exist, meaning deal competition is minimal compared to private equity. Investors seeking infrastructure exposure should prioritize managers with established local relationships built over decades, as credibility with regulators and municipalities cannot be replicated by capital alone.
• •Long-Hold Exit Strategy: Infrastructure managers should structure assets for institutional long-term ownership post-value-creation. The model: acquire, build out (e.g., fiber rollout), connect end users, then transition stabilized cash-flowing assets to institutions seeking yield. This creates a natural buyer base and supports longer hold strategies rather than traditional PE-style exit timelines.
• •People Selection Framework: When hiring for infrastructure investing roles, evaluate candidates on attitude and values rather than technical skills at the senior level. Specifically assess whether candidates take a long-term perspective and are motivated beyond compensation. For portfolio companies, evaluate management quality, cultural openness to transformation, and overall organizational health as three distinct layers.