Operational Improvements in Infra

Can anyone give any examples of operational improvements an Infra PE firm might do after acquiring an asset/platform?                                                                                                                                                                                                                                                                                                                                                                    

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This is entirely riffing, I am not an infrastructure investor but have looked at some technology companies that sell into infrastructure owners to help them manage the assets. Just knowing how to put together a good tech stack with a tight budget to improve your asset utilization can add some decent long-term tailwinds. Things like video management software with various security applications, other forms of IoT for monitoring various components of the asset to ensure proper/predictive maintenance, and traveler identification tracking (for things like toll by plate, some infra owners actually sell this anonymized data to buyside firms and alternative data aggregators) all offer solid ways to create additional forms of monetization or reduce your costs. 

"If you don't have any enemies in life you have never stood up for anything" - Winston Churchill | "It's a testament to the sheer belligerence of the profession that people would rather argue about the 'risk-adjusted returns' of using inferior tooth cleaning methods." - kellycriterion
 

This is really interesting. I am an infra engineer for a SaaS company, primarily focusing on the video space.

“The three most harmful addictions are heroin, carbohydrates, and a monthly salary.” - Nassim Taleb
 

Not an exhaustive list, as you might imagine -

i.) Optimising central functions (asset management, procurement, IT, finance etc.) via hiring more experienced / laying off less productive/meaningful staff; ii.) Outsourcing asset management, O&M, route-to-market capabilities (to the extent that it has proven to be challenging/ineffective to run it in-house); iii.) Vendor housekeeping (renegotiation of external contracts under ii.); iv.) Asset housekeeping (commissioning 3rd party assessments and executing on any and all material performance improvement topics); v.) Bolt-ons (to the extent that they are clearly strategic and accretive even in a reasonable downside case and not just "chasing yield")

 

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