We haven’t put a time line on that process yet. But again, we have guided that we will get both of these assets deconsolidated. And look, at the end of the day, people need to understand the motivation of the deconsolidation. I think we’ve been hearing from investors that they want us to simplify the business and by deconsolidating and moving the 2 operating assets to IM is going to be met with a lot of support. I’m not doing it because investors are telling us we need to do it. I’m doing it because I know we have to delever our business. And I think some of the comments that Jacky made about leverage earlier today are absolutely seminal to what we’re doing, maintaining high liquidity and getting our target leverage sub-4x as fast as we can.
And by having low leverage and high liquidity, that’s how you play a market like this. That worked for me back in 2002 and 2003, and that worked for us in 2009 and 2010. It’s a playbook that works. So we want to be known as the digital infrastructure investor with low leverage, a lot of liquidity and firepower to go play offense, which we absolutely 100% intend to do. Let’s switch gears to your first question, fundraising and what’s going on there. We had about 80 investors, Jonathan, in our second fund, DigitalBridge Partners II. As we launch our new DigitalBridge Partners Strategy, we’ve already been out talking to those investors, our Fund II investors over the last 120 days. I’m pleased to say out of those 79 investors, not 1 of those investors had said no to our next strategy.
That’s pretty stunning. Now I don’t expect we’ll get 100% renewal on those investors, but we are anticipating about an 80% renewal rate on that $8.3 billion of capital, but also accepting that the denominator effect will make checks about 20% to 30% smaller. So where does that lead us? If you run that calculus at a 25% smaller check and an 80% take rate, you still have some fundraising to do. So we’ve been doing that. We’ve been out for the last 120 days, we’re in dialogue with 200 new logos. That’s not a typo, 200 new investors that we have outreach to that have verbally indicated they have interest of about $30 billion. Keep in mind, we’ve got 17 salespeople globally. Kevin Smithen and Leslie Golden are the best in the business. We fund raised 24/7.
We have very sophisticated back-office tools that enable us to predict what investors are doing? Where are they in the process? What the probability that they get through diligence? What’s the probability they get to IC? And what’s the probability they get to yes? So we put that all into the supercomputer, and we get a pretty good outcome for fundraising this year. Now a lot can happen. We accept that the environment is incredibly turbulent, it’s choppy, investors have choices. But we also know that investors are not walking away from digital infrastructure, Jonathan. They’re not walking away from renewable energy, and they’re not walking away from credit. So renewables, digital infrastructure and credit are the strategies that are working.
That is where investors are putting capital to work. We had successful fundraising in January. We’ve had successful fundraising in February. We’re obviously not at liberty to report those results until the next quarterly earnings. But again, I want to be clear with everyone on the phone today, we have very strong conviction around what we’re doing in fundraising. And we’ve got the data and the dialogue and the sales team to support that. So again, I think if you’re taking anything away from this call is you have somebody who has a lot of conviction in our fundraising now based on the various discussions we have going on. Does that help, Jonathan?
Jonathan Atkin: Yes, it does.
Operator: Our next question is from the line of Jade Rahmani with KBW.
Jade Rahmani: A question about fundraising. Does digital infrastructure fall within real estate or infrastructure and does that designation make any difference in terms of the outlook?
