Infrastructure investment demands prescience: from the energy transition to digital resilience, professionals must anticipate tomorrow’s challenges today and invest in assets that will deliver value not just in the short-term, but for decades to come.
For many women in infrastructure investment, applying long-term thinking to their own careers can be complicated – particularly when the path to leadership isn’t always clear or equitable. Despite growth in the sector, this challenge remains, like so many other fields shaped by legacy systems and cultures that haven’t always made space for diverse talent to thrive.
So how, then, can women look to ‘future-proof’ their careers, embracing both personal development and technical expertise to ensure their stock keeps rising, even as the sector shifts around them?
This was the central theme of a recent event co-hosted by GIIA, the Women’s Infrastructure Network (WIN UK), and DLA Piper, featuring an insightful panel of experts from across the sector including Maria Pereira (DLA Piper), Dr Patricia Rodrigues Jenner (InfraNEDs), Alexia Savva (Infracapital), and Thomas Hateley (Granger Reis), moderated by Ila Patel (IJGlobal/WIN UK).
Why it matters:
Despite evidence that mixed-gender investment teams often yield better financial returns, women remain significantly underrepresented in portfolio management roles (comprising just 12.5% globally), with figures even stagnating or declining over the past decade. This persistent imbalance underscores the need for systemic changes in recruitment, promotion, and workplace culture within the investment management industry.
The discussion offered honest, practical reflections on how women can shape resilient, purpose-driven careers in infrastructure investment.
5 key takeaways that emerged:
1. Resilience is key: planning for the unexpected
From the recent blackouts that have disrupted European energy supplies, to shifting geopolitical risk, the resilience of infrastructure has moved from technical concern to boardroom priority. For professionals in the sector, building personal and career resilience is equally vital.
This means developing the ability to anticipate, adapt to, and even shape change; whether that’s responding to crises, pivoting sectors, or stepping into new leadership roles. Resilience is not only an operational imperative; it’s fast becoming a core professional competency.
2. Values still matter, even when the language changes
Despite political pushback in some territories, the panel shared a sense of optimism that the fundamental business case for sustainability, DEI, and responsible investment remains strong. Firms may be rephrasing their public narratives, but core commitments are holding – and are, increasingly, being demanded by clients and investors alike.
For women in infrastructure, this is a moment to be clear on one’s own values – knowing what you stand for and seeking alignment with employers who share that sentiment. That clarity can be the foundation of both personal integrity and professional fulfilment.
3. The AI train has already left the station – so make sure you’re on board
Far from being a future concern, AI is already changing the day-to-day reality of work, particularly in automating routine tasks and creating space for more strategic thinking. For early-career professionals, this offers the chance to step into bigger-picture roles sooner than ever before.
The message from the panel was clear: to stay curious. AI, if utilised properly, is an asset not a threat, and those who harness its potential will become the future leaders of the industry.
4. The case for thinking like a non-exec
Taking on a non-executive or board advisory role was highlighted as one of the most valuable, yet often overlooked, career accelerators. Whether through formal appointments or by adopting a non-exec mindset in strategic discussions, the benefits are wide-reaching: sharper communication, broader perspective, and stronger leadership skills.
Adopting a non-exec mindset (analytical, strategic, and people-focused) can transform how you lead from any level, not just the boardroom. Reviewing large volumes of performance data, budgets, and investment decisions helps hone your ability to assess complex information quickly and make sound, evidence-based decisions.
Non-execs hold senior teams to account in a supportive but robust way – knowing how to ask the right questions and offer challenge without overstepping.
Organisations like InfraNEDs are leading the way for greater representation across boards, providing a platform for female non-execs in the Real Assets sector to share ideas, connect, and support one another. If you’d like to learn more about their work, take a look at their website.
5. Careers aren’t built in isolation
In a sector where the path to leadership can still feel opaque, mentorship can play a huge role in helping women navigate challenges, build confidence, and accelerate their development. Whether formal or informal, feeling supported (and supporting others) can be a game-changer. Mentoring offers more than guidance; it creates space for honest conversations, real-world advice, and access to networks that might otherwise remain out of reach.
For those in the sector looking to make a difference, the Infrastructure Industry Foundation offers great opportunities to support the next generation of talent through their Social Mobility Programme. In partnership with Career Ready, industry professionals at any stage of their career can support a student at the dawn of their career through providing mentorship and guidance. To find out more, take a look at the Infrastructure Industry Foundation website.
Across the board, panellists shared how they had been beneficiaries of mentorship from both men and women at various stages of their careers – all attributing an immense amount of value to the guidance and confidence that mentorship can provide at any level of seniority. The mentor/mentee relationship can help women master new skills, build better awareness of the routes to success, and know that there’s someone in your corner when the going gets tough.
6. Looking beyond ‘cookie cutter’ recruitment
With infrastructure expanding into adjacent asset classes such as defence and digital, the demand for diverse skill sets is only growing. The panel challenged the sector to move beyond ‘cookie-cutter’ hiring models and embrace inclusive, competency-based recruitment.
Processes like blind hiring and cross-sector talent pipelines are already making a difference, building teams that are not only more reflective of the communities that infrastructure serves, but also better equipped to navigate global challenges.
Ultimately, future-proofing a career in infrastructure investment is about more than
acquiring technical skills or following sector trends. It’s about leading with intention – knowing what you bring to the table, supporting others (especially women) along the way, and remaining adaptable in the face of rapid change.
With many thanks to our speakers and partners for helping us explore these critical questions. If you’d like to explore this topic further with a member of our team, please get in touch with Sophia Taylor.