Approach & Experience
Making the World a Better Place For All of Us
Our Leadership Team
David Teed
David is Managing Partner of Diogenes Capital. He previously served as an Operating Partner with Oaktree Capital’s Transportation Infrastructure Fund, where he focused on essential North American transportation infrastructure and led the parking asset investment strategy. Prior to Oaktree, David was with QIC Global Infrastructure, investing across the transportation, energy and utilities, and social and healthcare sectors.
Christopher Teed
Vice President
Chris is Vice President at Diogenes Capital, where he is responsible for asset management, operational oversight, business development and the evaluation of new opportunities across the firm’s infrastructure practice. He oversees asset level performance, governance and strategic initiatives for operating concessions and serves on the Board of Directors for ParkUToledo and UAkronPark. Prior to joining Diogenes, Chris held senior leadership roles within the hospitality industry with organizations such as Hilton Worldwide, Marriott Hotels, and Accor Hotels. He holds an MBA and brings extensive experience managing complex operations.
Simon Teed
Simon is a Director at Diogenes Capital, where he leads deal sourcing and evaluation for the firm’s private capital activities and supports its infrastructure and public private partnership initiatives. Prior to joining Diogenes, Simon worked with KPMG and held business development and strategic sales roles with technology companies. He brings experience in project development, financial analysis and commercial structuring and holds an MBA from Franklin University and an undergraduate degree from The Ohio State University.
Jared Coleman
Jared is Director of Diogenes Asset Management and brings more than 20 years of parking industry experience to his role. His background includes leading the transition of The University of Akron’s parking operations from a university operated system to UAkronPark. Jared brings extensive operational knowledge to the management of Diogenes’ parking concessions, with a focus on day to day operations, successful transitions and long term asset performance.
Claire Dau
Claire leads Diogenes Capital’s communications, marketing and brand strategy, helping shape how the firm communicates across its initiatives and audiences. She joined Diogenes in 2022 following a decade in television news and sports broadcasting across Illinois, Minnesota and Ohio. Her experience spans strategic communications, media relations, brand development and messaging.
Our Team
Dominick M. DeMasi, Sr.
Gary Mohr
Dexter Emch
Stephanie Franz
Brandon Papp
What We Do
Parking Assets
Parking assets connected to specific demand generators such as universities, airports, health care, stadiums,
Ev Charging Infrastructure
The Federal Government’s EV charging legislation, in conjunction with other grants,
Highway Service Plazas
Highway service plazas provide the traveling public and commercial drivers
Technologies
We have a keen interest in new and emerging technologies which have the
Our Top Priorities
At Diogenes Capital, our vision is guided by our core values, ensuring responsible and strategic decision-making. While regulatory compliance remains essential, our commitment extends beyond obligations to align with our long-term principles and goals.
Values
We are motivated by the belief that the transportation infrastructure in which we invest will positively impact the communities in which it is located.
SOCIAL PURPOSE & IMPACT
Our investments are invariably in publicly owned assets and beyond the legal terms of any concession agreements we enter into, we enjoy an implied license to operate that must be safeguarded through our care of such assets, their environment and the safety of the users.
Risk Management
Our management framework supports risk assessment and mitigation, allowing us to identify, evaluate, and address potential risks effectively. Through proactive strategies, we strengthen decision-making, protect assets, and ensure resilience, sustainability, and responsible operations.
Technology
Compliance
All assets must comply with all legal and regulatory requirements in the jurisdictions where they operate, including any applicable compliance obligations.
Our Company
- Financial structuring and transaction management & execution during the transaction phase
- Asset and concession management over the life of the concession, including:
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- Managing the transition of infrastructure assets from public sector management to the concessionaire
- Operations management: including oversight of the operations & management provider
- Project management: capital expenditure, planning and other project initiatives
- Concession & regulatory compliance
- Oversight of operational compliance and management of relationships with stakeholders and constituents
- Financial reporting & analytics: for the benefit of investors, bondholders and public sector stakeholders
- Strategy, risk, environmental, sustainability and governance
Our Approach & Experience
In 2012, Teed led the first US university parking concession at The Ohio State University in which OSU received an upfront payment of $483 million for a 50-year concession over the University’s parking system. Under the terms of the concession agreement, OSU also transferred the obligation to maintain the parking assets over the life of the concession at an estimated further cost of $300 million.
Since that time the P3 model has evolved.
More recently, Diogenes Capital led a 35-year concession with The University of Toledo in exchange for an upfront payment of $52 million plus the investment of an immediate further $10 million in deferred maintenance and the payment of an estimated further $140 million over the term.
Similarly, Diogenes Capital also has a 35-year concession with The University of Akron in exchange for an upfront payment of $55 million, plus an immediate investment of $10.9 million in deferred maintenance and the payment of an estimated further $59.4 million over the 35-year term.
Unlike the OSU deal, which involved the use of private equity capital in a public to private partnership with the attendant political risk, The University of Toledo and Akron transactions involved no private capital but was funded entirely with low-cost tax-exempt bonds enabled by a public-to-public partnership.
Annually, one hundred percent of surplus cash flows are returned to both Universities.
Our Partners
