Infrastructure‑adjacent companies provide services, technologies and products that support the operation, safety and performance of infrastructure assets. They form part of the broader infrastructure ecosystem while typically operating more asset‑light business models.
Figure 1: Infrastructure adjacencies provide critical services to infrastructure assets
Source: Macquarie Asset Management (March 2026).
As infrastructure systems become more complex, digitalised and performance‑driven, owners and operators are increasingly outsourcing non‑core but mission‑critical functions to specialist providers. These businesses benefit from the same structural trends underpinning traditional infrastructure, while offering distinct and compelling growth levers.
Like traditional infrastructure, infrastructure‑adjacent companies operate in sectors characterised by visible long‑term growth, driven by structurally recurring demand. They tend to be mission‑critical, generate durable cash flows and exhibit pricing power over time.
At the same time, these businesses share private‑equity‑like value drivers, including opportunities for accelerated growth through commercial initiatives, operational improvement, strategic capex and M&A—particularly in fragmented markets.
Figure 2: The deal flow in infrastructure adjacent universe is estimated at ~1,200 deals per year
Source: Macquarie Asset Management analysis based on data from McKinsey, Infralogic, Pitchbook (March 2026).
We estimate average annual deal flow in the infrastructure‑adjacent universe at approximately 1,200 deals globally, representing a relatively smaller and less actively pursued opportunity set than broader private equity buyouts, and creating scope for differentiated returns.
Across utilities, renewables and digital infrastructure, rising system complexity is increasing reliance on specialist service and technology providers.
Figure 3: European average annual grid investment required by type (2025-2050)
Source: Eurelectric, EY, "Grids for Speed" (May 2024).
Chart takeaway: Infrastructure adjacencies are embedded inside unavoidable utility capex, not discretionary add‑ons.
In power networks, ageing assets, electrification and extreme weather events are driving sustained investment not only in replacement and renewal, but also in grid resilience, smart monitoring, automation and digitalisation—areas typically aligned with infrastructure‑adjacent strategies.
In renewables, maturing wind and solar fleets are expanding demand for operations and maintenance services as asset owners seek to extend asset life, maximise performance and deploy increasingly technology‑enabled solutions.
Figure 4: Annual O&M spend on utility-scale solar is expected to increase at a 16.7% CAGR out to 2030
Source: BNEF (December 2024).
In digital infrastructure, rapid data centre capacity growth—driven by cloud computing and artificial intelligence—is being accompanied by rising operational complexity. Higher power densities, advanced cooling, uptime requirements and tighter regulation are supporting structurally growing demand for specialist design, engineering, commissioning and operations services across the asset lifecycle.
Figure 5: The installed power capacity of data centres globally reached 81 GW in 2024
Source: Bloomberg New Energy Finance (BNEF), “Data Center Market Overview”, June 2025.
Chart takeaway: Rapid growth in installed data centre capacity is creating a long-duration, services-driven opportunuity set tied to the expanding operational base rather than build cycles alone.
Infrastructure‑adjacent strategies capture the services and capabilities underpinning essential infrastructure, offering exposure to long‑term structural growth alongside private‑equity‑style value creation.
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