Raise Capital for Your Project
Energy, infrastructure, real estate, technology and emerging markets — capital for projects from $50 million, structured, de-risked and funded within one group.
Energy, infrastructure, real estate, technology and emerging markets — capital for projects from $50 million, structured, de-risked and funded within one group.
Most sponsors arrive here having already run the conventional process. The project models well, the fundamentals are sound, and the market has still come back asking for more equity than the returns can carry — or has not come back at all.
That is usually a structuring problem rather than a project problem.
We are not brokers and we do not place mandates into the market. Leveraged & Equity Investment Partners is the mandated structuring consultant to Leveraged & Equity Global Capital: we design the capital architecture, our colleagues at Leveraged & Equity Risk Mitigation transfer the risks that make it work, and L&EGC provides the capital. One mandate, one term sheet, one counterparty.
Below is how that applies in each of the sectors we work in.
You have proven technology, a credible offtake and a project that stands up to scrutiny. The term sheet in front of you is priced as though none of that were true.
Solar generation, onshore and offshore wind, biomass and bio-refining, geothermal, hydroelectric schemes, battery and grid-scale storage, waste-to-energy and recycling infrastructure.
Construction-phase risk, merchant tail exposure and unfamiliar technology are priced conservatively by lenders who have to assume the worst. The result is a capital structure loaded with equity at 15% or more — the most expensive money in the stack, deployed against the least risky part of the project.
We protect the earnings that service the debt, which changes the credit question entirely. Once cash flow is contractually underpinned, the structure carries materially more senior debt at finer pricing and the equity requirement falls sharply. On one bio-refinery, this took equity at risk from $50.2 million to $11.6 million — a 77% reduction — while establishing a protected return floor independent of operating performance.
Infrastructure produces exactly the cash flows institutional capital says it wants. Getting from a viable concession to funded construction is where most schemes stall.
Mass transit and rail, roads and motorways, bridges and tunnels, water treatment and distribution, ports and terminals, telecommunications networks, social infrastructure and public-private partnerships.
The operating asset is bankable; the construction period is not. Lenders will fund a completed motorway far more readily than the three years of delivery risk that precede it, and concession authorities rarely tolerate the delay while a sponsor closes that gap.
We build the structure around the whole life of the project rather than its safest phase, transferring completion and performance risk to counterparties whose business it is to carry it. That converts a scheme lenders regard as speculative into one carrying an investment-grade profile from the point of financial close.
Development finance is priced for the market the lender fears, not the scheme you have designed. The gap between those two is paid for in equity.
Hotels, resorts and hospitality, offices and commercial developments, mixed-use and regeneration schemes, residential and build-to-rent, industrial and logistics, data-centre campuses, leisure and student accommodation.
Timing risk, letting risk and exit-value risk all sit with the developer. Lenders respond with lower loan-to-cost, mezzanine at punitive rates and covenants that leave no room for a delayed opening. The scheme still works — the capital stack is simply too expensive to make the returns compelling.
We transfer the revenue risk to counterparties equipped to carry it rather than leaving it with the sponsor, so the cost of capital reflects the asset's real quality. On a $750 million resort development, restructuring the stack on this basis reduced the weighted average cost of capital from 7.12% to 5.12% and cut annual capital costs by $15.1 million, with the required equity return falling from 15% to 6.5%.
Contracted revenue, tangible assets and long-term tenants — assessed by lenders as though it were venture risk.
Data centres and colocation facilities, digital and cloud infrastructure, hardware and semiconductor manufacturing, telecommunications networks and equipment, enterprise platforms with contracted revenues, and large-scale AI deployment projects.
Digital infrastructure sits awkwardly between property finance and technology lending, and is frequently underwritten by teams fluent in neither. Sponsors find themselves defending the asset class rather than negotiating terms.
We underwrite what the contracts actually say. Where revenue is committed, we protect it and finance against it; where it is not, we structure the uncontracted element separately rather than letting it depress pricing across the entire facility.
Heavy capital requirements, commodity exposure and cyclical demand — three risks conventionally priced three times over.
Vessel acquisition and fleet expansion, mining development and processing plant, aircraft acquisition and fleet finance, specialist industrial equipment and heavy plant.
Commodity and freight-rate volatility drives the credit assessment, so lenders underwrite to trough pricing and sponsors buy separate hedging on top. You end up paying twice for the same risk — once in the margin, once in the derivatives programme.
Price protection is built into the financing rather than bolted alongside it. With the downside contractually capped inside the structure, the lender's trough assumption no longer applies and a standalone hedging programme becomes unnecessary.
Strong projects are routinely repriced by the passport they hold rather than the cash flows they generate.
Infrastructure and utilities, resource extraction and processing, manufacturing and industrial facilities, agricultural and agri-processing projects, and sovereign and state-sponsored advisory mandates.
Country risk is applied as a blanket premium across the whole capital structure. Currency convertibility, expropriation and enforcement concerns are bundled into a single margin, and a well-run project with hard-currency revenues pays the same premium as a weak one.
We separate operating performance from political exposure and transfer each to the counterparty best placed to carry it, working alongside our risk-transfer specialists within the group. Priced individually rather than in aggregate, country risk becomes a manageable line item instead of a barrier to funding.
Sector language differs; the underlying problem rarely does. If you would like to see the mechanics behind these outcomes, our financing solutions set out how each structure is assembled and when each one applies.
The structures and outcomes described on this page are indicative and are provided for general information. Equity levels, pricing, coverage, terms and counterparties are determined case by case, following project assessment, counterparty confirmation and completion of documentation, and will vary according to the characteristics of each project. Figures shown reflect outcomes achieved on particular transactions and should not be read as a forecast or a representation of the terms available on any other project. Nothing on this page constitutes an offer, an invitation, or a commitment to provide finance.