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RICHMOND INFRASTRUCTURE

We believe that by focusing on innovation, sustainability and by adopting a long-term strategy to invest in healthcare assets, we will benefit the whole healthcare ecosystem. Both public and private healthcare operators are actively looking for partners who can introduce innovation and a modern approach to their thinking.  We work with the most exciting and forward-thinking partners to deliver this  

OUR INVESTMENT STRATEGY

We pursue strategic alignment between investor interest and promotion of efficient and high quality healthcare

 

Our strategy generates impact and returns by focusing on value predicated on:

 

  • Sustainable Financial Return

  • Impact Investing

  • Smart Infrastructure

  • Scalability Potential

London Reflections
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ASSET CLASSES & RISK MANAGEMENT

Our strategy is flexible and not limited to a single asset class

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Contractual arrangements with external best in class asset management providers ensure operational and forward funding de-risking, while retaining asset control and quick scale potential

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Exit strategies are targeting secondary buyout investors, but will be tailored to each asset, ensuring appropriate returns to our investors

 

Assets may include:

  • Hospitals

  • Step down/up care facilities

  • Primary Care Facilities

  • Early Stages Life Sciences Companies

  • Housing for Healthcare Key Workers

SMART INFRASTRUCTURE

Our strategy is predicated on delivering new, smart infrastructure assets

 

Smart Infrastructure delivering is not limited to smart and efficient buildings, but is taking into account all interconnected elements aimed a creating a unique value proposition and a measurable impact

 

Delivering smart infrastructure requires using right “smart” tools and efficiently driving value from all available data-points.  Some examples may include:

 

  • Sensors, smart meters/grids, healthcare IoT and the whole network of data generating devices

  • Building management systems (BMS) and building information modeling

  • Big data used to identify synergies and buildings as sociotechnical systems able to proactive make value generating decisions

 

 

 

 

RICHMOND PARTNERS © 

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