The Founders
Two founders. Three decades of infrastructure. Every mandate, personal.
Global Infrastructure · Boutique · Founder-led

Infrastructure is being rebuilt for a new century. The leaders driving that transition deserve a different kind of search.

We are a boutique infrastructure search firm. Two founders, working personally on every mandate — no delegation, no junior team, no layers.

Our approach
100%
Repeat business
400+
Appointments
30+
Years' combined experience
20+
Countries
Our Approach

Infrastructure search, done properly.

When you engage Novare, you engage the founders — two professionals with three decades of experience recruiting across the infrastructure market. There is no handoff. There is no junior team. There is just the work, done properly.

Personal
Every mandate handled personally, from brief to placement. No handoff, no layers.
Sector depth
Infrastructure-only focus means a network and knowledge base generalists can't replicate.
Whole lifecycle
From Finance & Economics through to Capital Projects, Dispute Resolution and Asset Management.

Five sectors. One specialist firm.

All sectors →
01
Energy, Power & Utilities
02
Transportation
03
Government & Defence
04
Digital & Technology
05
Social Infrastructure
Insights

Thinking on infrastructure, leadership and the energy transition.

Novaré publishes perspectives on the challenges facing infrastructure talent globally — from the leadership demands of the energy transition to building diverse teams within complex capital structures.

Latest
Does Company Size Really Matter for Your Career?

Two decades of placing infrastructure professionals across the full spectrum reveals there is no universal answer — what matters is the opportunity in front of you.

Read article

"Novaré — from the Latin, to renew, to innovate, to change. This is the principle that defines our approach to every mandate."

Our name
Approach

How we work.

A genuinely boutique practice is not a smaller version of a large firm. It is a fundamentally different way of working — one that produces better outcomes because the people accountable for the result are the people doing the work.

"When you engage Novaré, you engage the founders. Two professionals with three decades of infrastructure search experience, doing the work personally. No handoff. No junior team. Just the work, done properly."
Our Process
01
The Deep Brief

Before we search, we understand. We invest significant time at the outset of every mandate to understand not just the role specification, but the culture, the team dynamic, and what success looks like 18 months after appointment — and what the right person will need to thrive in the role.

02
Targeted Search

Every search is a genuine research exercise. We map the market, identify the right individuals, and make considered, personal approaches to candidates who are often not actively looking. Our network is the result of 30+ years of relationship building across the infrastructure market.

03
Trusted Counsel

From first conversation to appointment and beyond, we act as advisors to both sides of the process. Candid about fit. Honest about the market. Focused entirely on outcome. Our 100% repeat business rate reflects what happens when search is done with genuine care for the result.

Who we work with

The full infrastructure ecosystem.

We work with a deliberately selected group of firms across the full infrastructure ecosystem — from global Big Four practices and Programme Management consultancies to specialist Expert Witness firms and Infrastructure Funds. We are selective about who we work with, and the firms we work with are selective about who they search with.

Sectors

The infrastructure ecosystem in full.

Infrastructure is not a single industry — it is a collection of asset classes, each with its own regulatory environment, capital structure and talent market. We work across all five — with a network and knowledge base built over four decades.

01
Energy, Power & Utilities
From generation to grid, covering the full energy value chain through the transition to net zero.
→
02
Transportation
Road, rail, aviation and maritime. The full transport network, from major programme delivery to operational transformation.
→
03
Government & Defence
Strategic infrastructure at national scale. Capital programmes with long horizons and complex stakeholders.
→
04
Digital & Technology
The physical layer of the digital economy. Data centres, fibre networks and smart infrastructure.
→
05
Social Infrastructure
Healthcare, education, housing, public buildings. The infrastructure of everyday life.
→
Roles & Disciplines
Executive
C-SuiteBoardChairNEDSenior AdvisorPartner
Finance & Economics
Project Finance
Corporate Finance
Economics & Policy
Private Equity & Funds
Experienced Hires → C-Suite
Capital Projects
P3M
Project Controls
Commercial Management
Strategic Procurement
Experienced Hires → C-Suite
Arbitration & Litigation
Delay & Quantum
Forensic Accounting
Damages
Technical Experts
Experienced Hires → C-Suite
Strategy & Assets
Strategic Asset Management
Infratech
Operations Consulting
Transformation
Experienced Hires → C-Suite
← All sectors
Sector 01

Energy, Power
& Utilities

The most complex and consequential area of infrastructure investment — spanning conventional generation to the full energy transition.

The energy transition is accelerating the deployment of capital faster than the talent pipeline can keep up. The gap between the leaders organisations need and the leaders available to them is the defining hiring challenge of the next decade.
Overview

From generation to grid, from upstream oil and gas to offshore wind, from regulated utilities to independent power producers — the energy sector is the most complex and consequential area of infrastructure investment today. We make appointments across the full value chain, with particular depth in energy transition, asset management and capital projects.

Sub-Sectors
Generation — Conventional & Renewable
Transmission & Distribution
Nuclear
Renewables & Clean Energy
Energy Storage
Oil, Gas & LNG
Energy Economics & Advisory
Utilities & Networks
Other sectors
02
Transportation
03
Government & Defence
04
Digital & Technology
05
Social Infrastructure
← Back to all sectors
← All sectors
Sector 02

Transportation

Roads, rail, ports, airports, urban transit — the connective tissue of every economy and one of the great arenas of infrastructure leadership.

A generation of senior leaders is approaching succession across major transport programmes globally. The pipeline below them is thinner than most boards currently appreciate — and the window to act is shorter than it appears.
Overview

Roads, rail, ports, airports, urban transit — transportation infrastructure is the connective tissue of every economy. We work with programme management consultancies, advisory firms, operators and infrastructure funds across surface and aviation transport, finding the people who understand both the operational complexity and the long-term capital investment cycles these assets demand.

Sub-Sectors
Roads & Highways
Rail & Mass Transit
Aviation & Airports
Ports & Maritime
Urban Transport Systems
Logistics Infrastructure
Other sectors
01
Energy, Power & Utilities
03
Government & Defence
04
Digital & Technology
05
Social Infrastructure
← Back to all sectors
← All sectors
Sector 03

Government
& Defence

Strategic infrastructure at national scale — where the intersection of policy, procurement, and engineering demands the rarest kind of leadership.

The most complex infrastructure programmes in the world are delivered through public sector frameworks. The leaders who can operate at the intersection of politics, policy, and engineering have never been rarer — or more in demand.
Overview

Strategic infrastructure at national scale — government-owned utilities, defence estates, major public capital programmes and the advisory practices that support them. We appoint leaders who can operate at the intersection of politics, policy and engineering; who understand procurement complexity and stakeholder environments that the private sector rarely encounters.

Sub-Sectors
Central Government & Civil Service
Defence Infrastructure
Justice & Security
Local Government & Devolved Administration
Public Sector Regulation
Other sectors
01
Energy, Power & Utilities
02
Transportation
04
Digital & Technology
05
Social Infrastructure
← Back to all sectors
← All sectors
Sector 04

Digital
& Technology

Data centres, fibre, smart cities — the physical layer of the digital economy, growing faster than any other asset class in infrastructure.

Digital infrastructure is the fastest-growing asset class in the market. The leaders who bridge technical depth and commercial acuity across data centres, fibre, and smart systems are being competed for across every sector simultaneously.
Overview

The digital economy runs on physical infrastructure — data centres, fibre networks, satellite systems, smart city platforms. The leaders who build and operate this layer require a rare combination of technical depth and commercial acuity. We work with independent operators, infrastructure investors and the advisory and programme management firms that serve them.

Sub-Sectors
Data Centres & Digital Infrastructure
Telecoms & Connectivity
Smart Cities & Urban Technology
Technology & Innovation
Cyber & Security Infrastructure
Infrastructure Technology (InfraTech)
Other sectors
01
Energy, Power & Utilities
02
Transportation
03
Government & Defence
05
Social Infrastructure
← Back to all sectors
← All sectors
Sector 05

Social
Infrastructure

Schools, hospitals, housing, justice facilities — the infrastructure of everyday life, delivered through the most complex procurement structures in the sector.

Social infrastructure sits at the intersection of public purpose and private capital. The leaders who understand both the financing structures and the human outcomes are among the most sought-after professionals in the market.
Overview

Schools, hospitals, housing, public buildings, justice facilities — the infrastructure of everyday life. Social infrastructure is delivered through some of the most complex procurement and financing structures in the sector, often at the intersection of public and private. We place leaders who understand both the social purpose and the commercial discipline these assets demand.

Sub-Sectors
Education
Healthcare & Life Sciences
Housing & Communities
Justice & Custody Infrastructure
Community & Cultural Infrastructure
Leisure & Public Realm
Other sectors
01
Energy, Power & Utilities
02
Transportation
03
Government & Defence
04
Digital & Technology
← Back to all sectors
Founders

Meet Novaré.

Novaré is built around two founders. Every client works directly with them. That is the model, and it is deliberate.

"At Novaré, every client works directly with the founders. You will never find yourself explaining your brief a second time, or working with someone who has only just joined the firm. There are two founders. Every client speaks to them. Every search is run by them."

The experience, judgement and relationships you engage when you brief Novaré are the experience, judgement and relationships that conduct the search — without dilution, without layers, without exception.

Founder & Director
Simon Griffiths
Founder & Director

Simon has more than twenty years of experience in infrastructure search, having worked with leading advisors, programme management consultancies, asset owners and investors around the world. His work spans the full commercial landscape of the sector — Finance & Economics, Capital Projects, and Asset Management — with particular depth in advisory and professional services. His career has taken him across multiple geographies, including three years living and working across the Middle East.

Away from work, Simon is a loyal Manchester United supporter, an avid runner — 5km to half marathon — and a regular at the gym. He is attempting to learn Spanish, with varying degrees of success. Above all, he is a proud Dad to Theo and Zach.

Founder & Director
Mike Waldron
Founder & Director

Mike has more than fifteen years of experience working with investors, advisors, asset owners and operators across infrastructure, energy and real assets. He specialises in retained executive search at Partner, MD and C-Suite level — with completed assignments across Europe, the Middle East, the Americas and Asia-Pacific. His practice covers the full infrastructure lifecycle, from Funding & Financing through Capital Project Delivery to Arbitration & Litigation support. Mike holds a Bachelor's Degree in Business and Management Studies.

Beyond the office, Mike is a blues guitarist — drawing influence from Eric Clapton, B.B. King, and Stevie Ray Vaughan. When he is not playing, he can be found in the kitchen, in the gym, or agonising over a chess board. He is a proud father to Oscar and Rosie.

How we operate
Discretion
Every engagement is conducted with the highest levels of confidentiality. We understand the sensitivity of senior appointments and treat every mandate accordingly.
Candour
We tell clients and candidates what we genuinely think. Not what they want to hear. This is how trust is built — and why clients return.
Continuity
Many of our candidates have become clients, and our clients have referred us to their networks. This is what a 100% repeat business rate looks like in practice.
Insights

Perspectives on
infrastructure leadership.

Thinking on the forces shaping the global infrastructure talent market — written for the professionals, investors, and institutions who operate within it.

Leadership & Talent

Does Company Size Really Matter
for Your Career?

Over twenty years placing infrastructure professionals — from founder-led boutiques to global consulting giants — I've seen that the size question has no universal answer. What matters is the specific opportunity in front of you, the people you'll work with, and where it takes you next.

Read article
Series
Lessons from Leaders
8 profiles
Laurene Mahon
Board Advisor · Former Vice Chair,
CIBC Capital Markets
"Be memorable. Wear red in a sea of black and white. Come to every meeting with one insightful thing to say — and say it early."
Anders Rox Hansen
EMEA MD, Strata ·
Former MD, BlackRock
"Giving leaders what they want through their tried and tested approach is often the quickest way to get recognition and trust. With that trust gained, you can begin to build yourself."
Eduardo De la Peña
Partner & Capital Excellence Leader
Latin America, McKinsey & Company
"Talent is a blank check, sooner or later, you will cash it. You just need to keep holding on to it — and keep investing in it."
Irene Mavroyannis
Global Co-Head Infrastructure
Business Development, Partners Group
"Don't rely on historical solutions to solve current problems. Thinking more broadly will invite innovative solutions and open new paths to success."
Amit Monga
Board Member
Infrastructure Ontario
"Lead by example. Strive to demonstrate the qualities you admire. Take calculated risks, seek feedback, mentor others — and never stop learning."
Charles Johnson-Ferguson
Chief Financial Officer
Rock Rail
"Be on the front foot in your career. Spend time thinking about what's next, plan for it and go for it. When you stay in control the outcome will almost always be better."
Mike Parker
Americas Infrastructure Leader
EY
"As your career progresses, consider measuring some of your success by the number of people you've promoted or helped to get promotions they deserve."
Tim McManus FCMAA
US Infrastructure Board, Turner & Townsend ·
Adjunct Professor, Columbia University
"Take a job in another country. Develop your network. Read, read, read. Identify a mentor — don't ever assume they won't help you because they are too important or busy."
Market Intelligence

UK Infrastructure Strategy Highlights People Challenge

The UK's 10-Year Infrastructure Strategy commits over £625 million to workforce development — but senior leaders across the sector question whether it goes far enough to close the widening skills gap and stem ongoing talent migration.

Read more
Talent Trends

The Future of UK Infrastructure: Can We Retain Our Top Talent?

Saudi Arabia, the US, Canada, and Hong Kong are drawing senior UK infrastructure professionals away in increasing numbers. With the new government committed to ambitious domestic programmes, the critical question is whether the talent will be there to deliver them.

Read more
Global Markets

The New Frontier: Saudi Arabia's Rising Appeal for Infrastructure Professionals

Vision 2030 has transformed Saudi Arabia into a genuine first-choice destination for global infrastructure talent. For the first time in two decades of placing professionals internationally, it is competing seriously with Dubai, Australia, and the US.

Read more
Legal

Terms &
Conditions.

The terms and conditions governing the use of this website and our services will be published here. Copy to be provided.

Terms of Website Use

This terms of use (together with the documents referred to in it) tells you the terms of use on which you may make use of our website www.novare.co.uk (our site), whether as a guest or a registered user. Use of our site includes accessing, browsing, or registering to use our site. Please read these terms of use carefully before you start to use our site, as these will apply to your use of our site.

By using our site, you confirm that you accept these terms of use and that you agree to comply with them. If you do not agree to these terms of use, you must not use our site.

Other Applicable Terms

These terms of use refer to the following additional terms, which also apply to your use of our site:

  • Our Privacy Policy, which sets out the terms on which we process any personal data we collect from you, or that you provide to us. By using our site, you consent to such processing and you warrant that all data provided by you is accurate.
  • Our Cookie Policy (see Cookie Policy), which sets out information about the cookies on our site.

Information About Us

www.novare.co.uk is a site operated by Novare Recruitment Limited ("We"). We are registered in England and Wales under company number 08902879 and have our registered office at The Colony Wilmslow, Altrincham Road, Wilmslow, Cheshire, SK9 4LY.

Changes to These Terms

We may revise these terms of use at any time by amending this page. Please check this page from time to time to take notice of any changes we made, as they are binding on you.

Accessing Our Site

Our site is made available free of charge. We do not guarantee that our site, or any content on it, will always be available or be uninterrupted. Access to our site is permitted on a temporary basis. We may suspend, withdraw, discontinue or change all or any part of our site without notice. We will not be liable to you if for any reason our site is unavailable at any time or for any period.

You are responsible for making all arrangements necessary for you to have access to our site. You are also responsible for ensuring that all persons who access our site through your internet connection are aware of these terms of use and other applicable terms and conditions, and that they comply with them.

Intellectual Property Rights

We are the owner or the licensee of all intellectual property rights in our site, and in the material published on it. Those works are protected by copyright laws and treaties around the world. All such rights are reserved.

You may print off one copy, and may download extracts, of any page(s) from our site for your personal use and you may draw the attention of others within your organisation to content posted on our site. You must not modify the paper or digital copies of any materials you have printed off or downloaded in any way, and you must not use any illustrations, photographs, video or audio sequences or any graphics separately from any accompanying text.

You must not use any part of the content on our site for commercial purposes without obtaining a licence to do so from us or our licensors.

No Reliance on Information

The content on our site is provided for general information only. It is not intended to amount to advice on which you should rely. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Although we make reasonable efforts to update the information on our site, we make no representations, warranties or guarantees, whether express or implied, that the content on our site is accurate, complete or up-to-date.

Limitation of Our Liability

Nothing in these terms of use excludes or limits our liability for death or personal injury arising from our negligence, or our fraud or fraudulent misrepresentation, or any other liability that cannot be excluded or limited by English law.

To the extent permitted by law, we exclude all conditions, warranties, representations or other terms which may apply to our site or any content on it, whether express or implied. We will not be liable to any user for any loss or damage, whether in contract, tort (including negligence), breach of statutory duty, or otherwise, even if foreseeable, arising under or in connection with: use of, or inability to use, our site; or use of or reliance on any content displayed on our site.

  • Loss of profits, sales, business, or revenue
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  • Loss of anticipated savings
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Viruses

We do not guarantee that our site will be secure or free from bugs or viruses. You are responsible for configuring your information technology, computer programmes and platform in order to access our site. You should use your own virus protection software.

You must not misuse our site by knowingly introducing viruses, trojans, worms, logic bombs or other material which is malicious or technologically harmful. By breaching this provision, you would commit a criminal offence under the Computer Misuse Act 1990.

Applicable Law

These terms of use, its subject matter and its formation, are governed by English law. You and we both agree that the courts of England and Wales will have non-exclusive jurisdiction. However, if you are a resident of Northern Ireland you may also bring proceedings in Northern Ireland, and if you are resident of Scotland, you may also bring proceedings in Scotland.

Contact Us

To contact us, please email contact@novare.co.uk.

Legal

Privacy
Policy.

How we collect, use and protect your personal data — in accordance with UK GDPR and applicable data protection legislation.

Context

Novare Recruitment Limited takes the privacy of our clients and candidates seriously. This policy explains what we do with your personal information, how we use it, how we protect it, and what rights you have to control our use of your personal data.

The General Data Protection Regulation (GDPR) aims to harmonise data protection legislation across EU member states, enhancing privacy rights for individuals and providing a strict framework within which commercial organisations can legally operate.

Information About Novare Recruitment Limited

The registered address for Novare Recruitment Limited is The Colony, Altrincham Road, Wilmslow, SK9 4LY. Our Company Registration Number is 08902879.

The Purpose & Lawful Basis for Processing Your Personal Data

For prospective candidates and clients, the legal basis for our processing of your data is that it is necessary for our legitimate interests — namely that we need the information in order to assess suitability for potential roles, to identify potential candidates, and to contact clients.

If you have applied for a role via Novare Recruitment Limited we hold your personal details in order to process your application, and as such we believe we have a lawful basis for holding this information.

We collect and process personal data you share with us only as far as is necessary to facilitate the recruitment process. This information includes CVs, identification documents, work history, and contact details.

We will only retain your information for as long as you are interested in remaining in contact and hearing about future career opportunities.

We will never share your personal details or curriculum vitae with a third party without your explicit consent, and then we will only share the personal information with that one company or individual.

Data Security

We take the security of your data very seriously and have put in place appropriate measures that are designed to prevent unauthorised access to or misuse of your personal data.

We do not process your personal data for any other purpose than we have described here. We will never sell your personal data to other companies under any circumstances.

Your Personal Data Rights

The personal data we hold about you is your data, so you have certain rights over it:

  • You can withdraw your consent to our processing of your personal data at any time.
  • You can be provided with a copy of any personal data concerning you that we process.
  • You can have us rectify any personal data of yours that we hold that is inaccurate or incomplete.
  • In certain circumstances, you can ask us to erase or restrict the use of any of your personal data that we process.

Changes to Our Privacy Policy

Any changes we may make to our Privacy Policy in the future will be publicised on this page and may be notified by email.

How to Contact Us

If you wish to contact us about any of the points in this policy please email us at contact@novare.co.uk. We use this address for all data protection matters and requests for data access.

← Insights  /  Global Markets
Novaré
Essay  ·  March 2024

The New Frontier for Infrastructure Professionals: Saudi Arabia's Rising Appeal

A significant shift has taken place. Senior infrastructure professionals are now moving to the Kingdom — and the reasons are more compelling than many expect.

SG
Simon Griffiths
Founder & Director, Novaré
Read4 min
TopicGlobal Markets
Novaré Infrastructure Search

In my two decades of recruitment and search within the infrastructure and real assets sectors, I've witnessed a fascinating cycle of preferred international destinations for experienced professionals seeking new challenges abroad.

One destination conspicuously absent from this list, until now, is the Kingdom of Saudi Arabia.

A significant shift has taken place. We've successfully made a series of appointments in the past year of individuals leaving the UK, UAE, Australia, and other locations to embark on opportunities in Saudi Arabia. So what has changed — and why is Saudi Arabia now on the radar of global infrastructure professionals?

The Evolution of Saudi Arabia

Saudi Arabia has undergone a significant transformation in recent years. The Kingdom has become more liberal, exemplified by progressive improvements in the rights of women and the opening up of new opportunities. Saudi Arabia's involvement in hosting major sporting events has also made the country more prominent on the global stage, making it increasingly appealing to a Western audience.

Infrastructure Investment — Vision 2030

The Kingdom's Vision 2030 represents a shining beacon in the global infrastructure space. Saudi Arabia is making significant investments in the creation of world-leading new sustainable cities, cutting-edge transport systems, and ground-breaking infrastructure projects, including NEOM. The scale of ambition is extraordinary — NEOM alone will be 33 times the size of New York City.

Quality of Life

While Saudi Arabia may still have some way to go to compete with the wealth of leisure, culinary, and retail options offered by cities like Dubai, it has made significant progress. World-class hotel and restaurant groups continue to expand their footprint in the Kingdom, alongside significant investment in healthcare and education.

Naturally, it's essential to acknowledge that challenges persist, especially when adapting to a different cultural setting alongside the complexities of managing mega-projects of the scale we are currently witnessing. However, the overall sentiment from extensive interactions with clients and candidates on the ground is one of optimism and opportunity — consistently challenging commonly held misconceptions.

If you are a client seeking to appoint senior infrastructure professionals, or an infrastructure professional contemplating new horizons in Saudi Arabia, please do not hesitate to make contact for a confidential discussion.

Key insight

"Saudi Arabia has moved from conspicuously absent to one of the most active destinations for senior infrastructure talent in under two years."

Continue reading
The Future of UK Infrastructure: Can We Retain Our Top Talent? →
All Insights
← Insights  /  Talent Trends
Novaré
Analysis  ·  July 2024

The Future of UK Infrastructure: Can We Retain Our Top Talent?

The UK infrastructure sector has been a cornerstone of national development. But as international opportunities multiply, retaining the talent needed to deliver the government's ambitions is far from guaranteed.

SG
Simon Griffiths
Founder & Director, Novaré
Read5 min
TopicTalent Trends
Novaré Infrastructure Search

Over the years, the UK infrastructure sector has been a cornerstone of national development, delivering world-class projects across transport, energy, and telecommunications.

The Lure of International Destinations

Throughout the years, various international destinations have become appealing for UK infrastructure professionals. The Kingdom of Saudi Arabia has become a predominant driver, attracting talent with ambitious projects and lucrative opportunities.

But KSA is not alone. We frequently speak with clients in the US, Canada, Hong Kong, and Ireland who want to attract UK executives to work on major schemes in rail, data centres, and other mega-projects. These global projects offer exciting challenges and career advancements that are difficult to ignore.

The Impact on the UK Infrastructure Sector

With the UK government outlining a strong commitment to investment in infrastructure, the question arises: will the UK still have the depth of talent needed to deliver these ambitious plans? The sector will face a critical juncture where the availability of skilled professionals is paramount to turning policy into tangible progress.

Forces at Play

  • Economic Incentives: Higher salaries and better living standards abroad are significant pull factors.
  • Career Development: International projects often provide larger scale and faster career advancement.
  • Political and Economic Stability: Political uncertainties in the UK may push professionals to seek stability elsewhere.
  • Quality of Life: Work-life balance and quality of living conditions are becoming increasingly important in career decisions.

Mitigating all of these factors simultaneously presents a challenge, particularly in terms of economic incentives, where the UK cannot compete with the low tax regimes offered in some other locations.

However, if promised infrastructure investments materialise, the UK could offer exposure to large-scale or cutting-edge projects of international significance — potentially reducing the need for professionals to look abroad for career-defining experiences.

Summary

The UK infrastructure sector is at a pivotal moment. The government's commitment to infrastructure investment is a promising step, but it must be accompanied by strategies to retain and attract top talent. By addressing the root causes of the brain drain and implementing proactive measures, the UK can continue to lead in infrastructure development, both domestically and on the global stage.

The core tension

"If promised infrastructure investments materialise, the UK could offer exposure to large-scale projects of international significance — but it must act before the talent pipeline drains further."

Continue reading
UK Infrastructure Strategy Highlights People Challenge — Can the Sector Deliver? →
All Insights
← Insights  /  Market Intelligence
Novaré
Analysis  ·  February 2025

UK Infrastructure Strategy Highlights People Challenge — Can the Sector Deliver?

The government's 10-Year Infrastructure Strategy directly acknowledges workforce development as critical. But senior leaders across the sector are asking whether commitments will be enough to close the widening skills gap.

SG
Simon Griffiths
Founder & Director, Novaré
Read5 min
TopicMarket Intelligence
Novaré Infrastructure Search

In July last year, I wrote about the growing challenge facing the UK infrastructure sector to retain talent amid strong competition from international markets. Fast forward to today, and this challenge remains urgent.

At the time, I concluded: "The UK infrastructure sector is at a pivotal moment. The government's commitment to infrastructure investment is a promising step, but it must be accompanied by strategies to retain and attract top talent."

Fast forward to today, and this challenge remains urgent. The recently published UK Infrastructure 10-Year Strategy directly acknowledges the critical role of workforce development, committing over £625 million for construction training, apprenticeships, and reforms to build the skilled workforce needed to deliver these ambitious plans.

However, in recent conversations with senior leaders and decision-makers across the sector, the question persists: will these commitments be enough to close the widening skills gap and stem ongoing talent migration?

The Capability Gap

Across the sector, significant capability shortages persist in critical leadership and delivery functions — strategic procurement, capital programme management, commercial management, and project controls. These shortages are not just operational headaches. They pose strategic risks that threaten programme outcomes and the government's ambitious infrastructure agenda.

At the same time, intense competition for this talent continues to drive salary inflation, creating market distortions and cost pressures that impact organisations of all sizes.

What the Sector Needs

The government's investments mark important progress, but senior leaders I've spoken with emphasise the need for a more agile, systemic response:

  • Accelerated upskilling and reskilling initiatives, particularly aligned with net zero and digital priorities.
  • Embedding strategic workforce planning more deeply into infrastructure delivery programmes.
  • Expanding innovative talent acquisition routes to attract mid-career professionals and tap into new pools of expertise.
  • Recognising and responding to market-driven salary inflation to ensure remuneration remains competitive and sustainable.

There also remains a critical opportunity to leverage the scale and complexity of UK infrastructure projects as a unique attraction — offering career-defining challenges that rival international opportunities.

Infrastructure delivery is only as strong as the people powering it. If the workforce challenge remains unresolved, ambitious infrastructure goals risk becoming costly, delayed, or unachievable. The strategy provides a solid foundation — but it will take collective effort across the sector to address this fundamental strategic risk.

The central question

"Infrastructure delivery is only as strong as the people powering it. If the workforce challenge remains unresolved, ambitious infrastructure goals risk becoming costly, delayed, or undeliverable."

Continue reading
Does Company Size Really Matter for Your Career? →
All Insights
← Insights  /  Leadership & Talent
Novaré
Essay  ·  May 2026

Does Company Size Really Matter for Your Career?

Two decades of placing infrastructure professionals across the full spectrum reveals there is no universal answer. What matters is the specific opportunity in front of you.

SG
Simon Griffiths
Founder & Director, Novaré
Read6 min
TopicLeadership & Talent
Novaré Infrastructure Search

Over the last 20+ years, I've been fortunate to recruit for organisations across the full spectrum of the infrastructure advisory landscape — from founder-led boutique SMEs to global blue-chip consulting firms.

I'm often asked a seemingly simple question: "Which is better for my career — small or large companies?"

Every so often, narratives appear declaring that "big consulting firms are dead," or that only smaller, agile boutiques truly innovate. These kinds of statements tend to lack nuance and balance.

What Smaller Firms Can Offer

Smaller, founder-led firms can offer a number of compelling advantages — though naturally this varies by organisation:

  • The potential for greater flexibility and reduced bureaucracy, enabling quicker decision-making and more direct influence.
  • Broader exposure to a wide range of challenges, particularly in leaner teams where roles are less siloed.
  • Scope for rapid business growth, where a 20-person firm can scale in ways that are simply not possible in a 20,000-person organisation.
  • The opportunity to help shape the business — from developing processes to influencing culture to driving commercial direction.
  • For some, participation in equity or value-creation events, which when they occur can be significant and transformative.

What Larger Firms Can Offer

Global consulting firms also provide distinctive advantages that continue to make them highly attractive options:

  • Blue-chip brand recognition that opens doors across clients, partners, and industry.
  • Structured development frameworks and transparent progression paths.
  • Platform advantages — access to complex, high-profile programmes and C-suite and board-level stakeholders.
  • Clear pathways to senior leadership, including partnership — which can be genuinely career-defining and financially life-changing.
  • A strong career foundation, where the experience gained enhances long-term opportunities across both consulting and industry.

In practice, we regularly see candidates move successfully in both directions — from global consultancies into sub-100-person boutiques, and from specialist advisory firms into the Big Four.

So Which Is Better?

There is no universal answer — nor should there be.

It really depends on the individual: their goals, their appetite for pace or structure, and the type of environment in which they do their best work. Someone may prefer the flexibility of a boutique at one stage of their career and the scale of a global firm at another — or the reverse. Careers evolve, and so do priorities.

Rather than focusing on size alone, I'd always encourage someone to consider the specific opportunity in front of them: the people they'll work with, the impact they can make, and the trajectory it offers for where they want to go next.

The core insight

"The size of the firm matters far less than three other things: the specific role you'll play, the people you'll work alongside, and where it credibly takes you next."

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Laurene Mahon

Board Advisor
Former Vice Chair, Global Investment Banking · CIBC Capital Markets

“Be memorable. Wear red in a sea of black and white. Sit in the middle of the conference table. Come to every meeting with one insightful thing to say — and say it early.”

On Presence & Platform

The best piece of advice I have ever given anyone was based on a passing comment a classmate made in graduate school, and I have honed it to the following simple piece of guidance: be memorable.

I was the only female student — and first ever to take the class — in an airport planning class at MIT during grad school. On the first day, the professor asked a question to which no one replied, so he scanned the class list and called out my name. I popped up, as was the practice in those days, and gave a flippant answer that got a chuckle from the professor. But I heard a groan from the guy sitting behind me, who loudly whispered, "Of course he calls on the only girl."

In that moment, it struck me. I had just been given a platform. Everyone in that room of 300 men knew my name and heard what I had to say. I might as well use it to my advantage.

And I have. Over the years, I added subtext to that advice: wear red in a sea of black and white. Sit in the middle of the conference table. Come to every meeting or call with one insightful thing to say — and say it early.

Anders →
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Anders Rox Hansen

EMEA Managing Director, Strata
Former Managing Director · BlackRock

“Giving leaders what they want through their tried and tested approach is often the quickest way to get recognition and trust. With that trust gained, you can begin to build yourself.”

On Building Trust & Leading Up

When managing upwards early in your career, many try to stand out by delivering through new and innovative approaches. Whilst this gets you noticed, it can also be a slippery slope — leading to unwanted attention and confrontation with key partners and allies.

Giving leaders what they want through their tried and tested approach is often the quickest way to get recognition and trust. With that trust gained, you can begin to build "you" — your goals, your purpose — and do it with your own branding.

Evolve this by being self-critical. Understand your weaknesses and work to build the skills needed to move up. Show empathy with your team and listen to them. Gain their trust — because we always beats me. Delegate with authority: make sure your team is prepared to step up, give them a safety net to escalate to you, and demonstrate that you have the ability to inspire and lead.

Becoming self-aware is often best achieved by working with a mentor — internal or external — someone you admire and can build a strong relationship with based on trust. Use 360 feedback loops, share what you learn, and be open to how others perceive you.

Lastly: networks. Do not underestimate their importance, internally and externally. Always build on them, never make enemies — because over time you will most likely face off against key decision makers, or work for someone in your network.

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Eduardo De la Peña

Partner & Capital Excellence Leader, Latin America
McKinsey & Company

“Talent is a blank check — sooner or later, you will cash it. You just need to keep holding on to it, and keep investing in it.”

On Talent & Authority

A lot of people have told me this has been powerful for them, particularly when they felt worthless. Your talent is not diminished by a setback, a wrong role, or a difficult season. It is still there — and it will be cashed.

My father was in the Mexican army for fifty years, rising to become an important general. Many of the leadership lessons he taught me translate directly into business:

The greatest generals are the ones who lead on the battlefield. Proximity to the work matters. Presence earns respect that rank alone never can.

There are two types of authority: moral and hierarchical. One is given. The other is earned. You need to use both — strategically.

The hierarchical authority that comes with a title gets you in the room. Moral authority — built through how you act, how you treat people, and the integrity you demonstrate — is what keeps you there and makes people want to follow you.

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Irene Mavroyannis

Managing Director & Global Co-Head, Infrastructure Business Development
Partners Group

“Don't rely on historical solutions to solve current problems. Thinking more broadly will invite innovative solutions and open new paths to success.”

On Innovation & Problem-Solving

One of the pieces of advice given to me while relatively junior in my career — and which I have since tried to follow — is to think outside the box.

It sounds simple. But in practice, when faced with a difficult challenge, the instinct is almost always to reach for what has worked before. Historical solutions feel safe. They are precedented, defensible, and familiar.

The problem is that the world does not stand still. Markets evolve. Structures change. The problem in front of you today is rarely identical to the one that was solved five years ago, even if it looks similar on the surface.

Thinking more broadly — drawing from different industries, different disciplines, different parts of your own experience — will invite innovative and potentially more effective solutions. And more than that, it opens new paths to success that you simply would not have found by following the well-worn route.

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Amit Monga

Board Member
Infrastructure Ontario

“Lead by example. Strive to demonstrate the qualities you admire. Take calculated risks, seek feedback, mentor others — and never stop learning.”

On Leadership & Development

Here are the five principles I follow personally and use when giving career advice:

Lead by example. Strive to demonstrate the qualities you admire in your workplace. Consistently exhibit integrity, diligence, and a positive attitude. Your actions will inspire and influence those around you.

Encourage calculated risks and new ideas. Embrace innovation and be willing to step outside your comfort zone. Take calculated risks and explore new ideas — this can lead to significant personal and professional growth.

Take time to provide feedback. Regularly seek and offer constructive feedback. This helps you and your colleagues understand areas of strength and opportunities for improvement, fostering continuous development.

Mentor — and encourage mentorship. Actively participate in mentoring relationships, both as mentor and mentee. Sharing knowledge and experience can accelerate learning and create a supportive network.

Be open to learning. Keep a growth mindset and stay receptive to new ideas and perspectives. Continuously seek learning opportunities to stay adaptable and innovative throughout your career.

← Irene Charles →
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Charles Johnson-Ferguson

Chief Financial Officer
Rock Rail

“Be on the front foot in your career. Spend time thinking about what's next, plan for it and go for it.”

On Career Agency

When you stay in control, the outcome will almost always be better for you — even if it's not exactly what you expected. And the mental health benefits are profound: you will feel so much better about yourself and in yourself.

Too many people wait for their career to happen to them. They wait to be noticed, wait to be promoted, wait for the right role to appear. And sometimes that works. But far more often, the people who shape their own trajectories are the ones who take time — regularly — to think about where they want to go next and then move deliberately towards it.

Being on the front foot does not mean being reckless or impatient. It means being intentional. It means having a view on your next move before your current chapter ends. It means building the relationships and the skills that will make that next step possible, rather than scrambling to catch up when the moment arrives.

The sense of agency that comes from owning your career direction is not a small thing. It changes how you show up every day.

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Novaré · Global Infrastructure Search
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Mike Parker

Americas Infrastructure Leader
EY

“As your career progresses, consider measuring some of your success by the number of people you've promoted or helped to get promotions they deserve.”

On Developing Others

For that number to rise, other critical factors likely must align: your portfolio or team is dynamic and growing; the team's work is valuable; the business is healthy enough to sustain promotions; you are recruiting and developing promotable people and vesting them with responsibilities; and crucially — you are championing them, not treating their success as a competitive threat.

Sustained performance, revenue growth, and industry recognition are byproducts of a team engaged in impactful work. Focusing on helping your team succeed in that work can be a core tenet of leadership. It clarifies strategy, shapes purpose, fosters strong networks, unlocks new ideas, drives quality, and becomes motivating for your team and yourself.

But keeping that focus is not always easy amidst day-to-day business imperatives and typical performance metrics. That is where this "promotions impacted" KPI has been helpful for me. It keeps me aligned — and affords great opportunities to reflect on and celebrate progress.

Lastly: when a team member is promoted, they may need your support in new ways. Many people receive better training in entry-level roles and on technical matters than as managers. Part of being a leader is accepting that your role is distinct — and that helping others step into theirs is among the most important things you can do.

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Tim McManus FCMAA

US Infrastructure Board Member · Turner & Townsend
Adjunct Associate Professor · Columbia University

“Take a job in another country. Develop your network. Read, read, read. Identify a mentor — don't ever assume they won't help you because they are too important or busy.”

On Growth & Curiosity

Take a job in another country. I never thought I would work anywhere but the US, but I have worked across the globe and been fortunate to live and work in London, the Netherlands, and Libya. The understanding of other cultures, customs, and perspectives that comes from that experience is invaluable — and irreplaceable.

Learn another language. The world is more connected than ever. Gaining insight into another culture helps you develop a more balanced understanding of the world. I learned conversational phrases in the languages of countries I worked in, and I wish I had been more diligent to learn one fully.

Develop your network. Our industry is built on people. The more people you know from different walks of life, industries, and cultures, the more you will learn. The hardest part of building a network is keeping it alive — stay in contact, keep the relationships warm, and you will realise how invaluable they become.

Read. Read. Read. Learn beyond what your job, industry, or company demands. Read about geopolitics, economics, science, business, sports, people. Be a constant learner and remain open to different perspectives — it will round out your thinking in ways that purely professional development never can.

Identify a mentor. I have been fortunate to have had many people throughout my career who provided invaluable advice and perspective. Seek out people you admire — and don't ever assume they won't help you because they are too important or busy. Ask questions and seek answers.

← Mike
Novaré · Global Infrastructure Search