For many investment managers, the annual general meeting (AGM) still feels like a legacy obligation: a required checkpoint on the calendar, a dense deck, a long morning, a polite lunch and a collective exhale once the last LP has left the room.
That mindset is increasingly out of sync with what investors expect. Across real estate, infrastructure and private markets more broadly, the AGM has become one of the most important governance moments of the year. It is where investors assess not just performance, but judgment; not just results, but transparency; and not just strategy, but alignment. Increasingly, investors leave AGMs with a clear sense of whether they trust the manager — or whether they are quietly reassessing the relationship.
Done well, an AGM strengthens con
