Private Equity:
2026 Outlook

Private equity at an inflection point

After a prolonged period of stalled exits, cautious capital deployment, and repeated false dawns, private equity enters 2026 at a genuine inflection point. Exit markets are reopening and deal momentum is building, but the next phase of the cycle will not mark a return to the pre-2022 status quo. Instead, structural shifts in liquidity options, fundraising dynamics, and investor composition are reshaping the contours of the asset class. For general partners, success in 2026 will hinge not simply on a market rebound, but on adapting to a permanently changed private markets landscape.

A reopening market — and a redefined industry

After a long wait and many false starts, private equity GPs are quietly optimistic that 2026 could be the year deal activity finally cranks back into gear.

In recent years GPs have grown weary of predictions of upcoming “waves of M&A” that never materialize, but as the industry moves into a New Year, forecasts of a ramp up in buyout and exit activity feel more real.

Momentum has already been building rolling into 2026, with Q3 2025 global buyout deal value posting the best quarterly figures since the 2021 market peak. Global IPO markets are also simmering, with J.P.Morgan anticipating that up to a third of IPO activity in 2026 could involve private equity sponsors.

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Leveraged finance bankers, meanwhile, are betting big on a buyout bounce, having underwritten close US$65 billion of debt to finance big ticket buyouts in 2026, according to Bloomberg.

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Exits are back on

The reopening of the IPO window and a reenergized M&A market will offer private equity sponsors with a long-awaited opportunity to exit assets held for much longer than expected.

Global exit value was already up more than 80 percent year-on-year through the first nine months of 2025, and fully functioning IPO and M&A markets bode well for further gains in exit value in 2026.

A meaningful increase in exits can’t come soon enough for managers, who are sitting on 31,764 unsold assets, according to Ropes & Gray figures.

Clearing this backlog will be essential for a recovery in fundraising, which plumbed five-year lows for the Q1-Q3 period in 2025, according to PEI data.

Increasing distributions will help to clear liquidity bottlenecks and put fundraising timetables back on track in 2026. The good news is that 2025 may represent the bottom of the fundraising cycle, with fundraising moving into recovery mode in 2026, according to Cambridge Associates.

GPs may have heard it all before, but this time optimistic expectations do appear to be grounded in a degree of substance.

A new-look industry

But even if the mainstream portfolio company exit sluice gates do open up in 2026, there will be no going back to “business as usual” for private equity managers in the year ahead.

The cycle of rising interests and the associated exit logjam of recent years have changed the way the industry works for the long-term. The alternative liquidity routes managers and their advisers have devised and refined in recent years have become part of the industry establishment. GPs are not going to mothball these tools – even if IPO and M&A volumes bounce back beyond expectations.

Continuation vehicles (CVs), for example, now represent around a fifth of private equity distributions to LPs, and are not only a liquidity solution for downcycles, but a channel for retaining exposure to crown jewel assets through longer hold periods. Indeed, asset manager Schroders sees CVs potentially replacing sponsor-to-sponsor secondary buyouts in some scenarios.

For LPs, who will be invested across multiple funds and managers, a CV deal makes sense if the alternative is a secondary buyout sale to a fund that is also in an LP’s portfolio. For GPs with funds that are maturing, a CV allows them to hold onto prized companies, extend proven investment and portfolio management theses, and bring in capital and liquidity without having to sell to another private equity firm.

Private equity firms that haven’t yet implemented CV deals will have to start selecting some assets for CVs in the future. Managers that have executed CVs, meanwhile, will almost certainly do so again.

Increased use of CV funds is also bringing increased scrutiny. A recent New York Times analysis has highlighted growing investor focus on valuation transparency, governance and alignment in continuation vehicle transactions.

Just as exit options have evolved, so has fundraising. Non-institutional investment in private equity has well and truly arrived and will keep on growing in the next 12 months. A financial adviser survey led by private markets manager Adams Street found that more than two-thirds of respondents expected the percentage of their clients invested in private markets to increase during the next three years, while Bain & Co predicts that non-institutional capital will be one of the major drivers for private markets assets under management (AUM) growth during the decade to 2032.

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Global themes. Regional nuances.

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The overarching themes of an improving exit outlook, alternative liquidity options, and non-institutional capital will carry across all key private equity jurisdictions in 2026, but regional differences are also set to emerge. In the US, three interest rate cuts in 2025, a boom in AI-investment, buoyant stock markets, and highly supportive debt financing markets will put the US to retain its position as the most dynamic and active private equity market globally.

Europe also enters 2026 on the front foot. Inflation has stabilized and interest rates have come down, positioning private equity firms active in the region to build on the steady year-on-year gains in buyout and exit value posted in 2025. Europe, however, is not running as hot as the US market. Low growth and weak productivity are long-term issues that Europe is still grappling with.

Shifts in domestic policy in the US, however, have positioned Europe as a good option for private markets investors seeking to diversify US exposures. European leveraged buyouts have also consistently traded at lower multiples than in the US in recent years, according to CVC, providing ongoing attractive relative value for dealmakers.

Asian private equity dealmaking and fundraising, meanwhile, is set to take on a more domestic hue, with deal activity shaped by specific themes in local markets.

In the key China market, for example, which has had to navigate less predictable US-China relations in 2025, local Chinese firms and pan-regional funds look set to drive activity and take advantage of very strong IPO markets for exits and attractive entry multiples on new deals.

Japan, by contrast, is expected to see sustained interest from global players as corporate reform sees large Japanese conglomerates unbundle non-core assets and streamline operations, filling the pipeline of prospective carve-out deal opportunities.

A buoyant IPO market in India, supported by local pools of capital, meanwhile, is set to continue supporting a positive backdrop for private equity exits, which climbed to close to US$20 billion through the first nine months of 2025 – ranking 2025 as the second-best year for India exit value with a quarter of the year still to go.

Adapting to change

A wider range of exit options and the rise of non-institutional investment in private markets will demand that managers across all jurisdictions lay down new rails to run their businesses.

In addition to managing close-ended institutional funds, private equity firms will also have to operate the evergreen fund structures that continue to gain popularity as a conduit for private wealth into private equity. This will come with additional reporting obligations, the publication of more regular NAV marks, and the monitoring of liquidity sleeves. Managers will also increasingly be expected to update LPs in institutional funds about how investment resources and deals are allocated between institutional and evergreen funds. Adams Street notes that the number of evergreen funds doubled to 520 vehicles in the five years to the end of 2024. Private equity operations will have to be primed to respond to this growth.

LP expectations around the granularity and frequency in investor reporting will also see a broader step change in the year ahead. A Ropes & Gray industry survey of European LPs and GPs, for example, found that more than a third of LPs (36.6%) see transparency and reporting, and insufficient or delayed data sharing and communication, as the biggest source of tension in LP and GP relationships. In an increasingly competitive market, GPs will have to step up and address these concerns.

As a new dawn beckons for the private equity industry in 2026 – laying the necessary operational foundations will be essential for seizing the opportunity.

Conclusion

Private equity enters 2026 at a genuine turning point. Exit markets are reopening, liquidity options have broadened, and new sources of capital are reshaping the industry’s growth trajectory. Yet this is not a cyclical reset to old norms. Structural changes in exits, fundraising, investor composition, and fund structures are now firmly embedded in the private markets ecosystem.

For GPs, success in the year ahead will depend not only on capturing renewed deal and exit momentum, but also on evolving operating models, governance frameworks, and reporting capabilities to meet higher investor expectations. Those firms that adapt early and invest in scalable, resilient infrastructure will be bets positioned to convert improving market conditions into durable long-term advantage.

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Private Equity:
2025 Year in Review

A Year Defined by Resetting Expectations

The private equity market entered 2025 with optimism that early signs of deal momentum, stabilizing valuations, and modest improvements in liquidity would translate into a sustained recovery. But as the year unfolded, shifting macro conditions, uneven policy signals, and persistent portfolio pressures forced managers to recalibrate those expectations. While pockets of activity strengthened − particularly in later quarters − the broader environment remained characterized by caution, selective dealmaking, and a continued focus on managing through legacy backlogs. This backdrop frames the dynamics that shaped GP sentiment and market behavior across the remainder of the year.

A Slower Than Expected Deal Recovery

GPs’ hopes that 2025 would finally be the year that private equity M&A activity rallied, never quite materialized, as shifts in US trade policy and volatile stock markets put the deal recovery on hold.

Despite the DOW reaching all time highs, the last 12 months have not been easy for private equity managers, who started 2025 with the expectation that flattening inflation and interest rate cuts in key markets would signal a turn in deal activity figures following a 36-month period of declining buyout transaction flows.

US tariff announcements in April, and the subsequent market dislocation, dashed any hopes of a deal revival in 2025, but in the final two quarters of the year, once dealmakers had assessed the impact of tariff shifts on earnings and portfolio companies, buyout activity did show signs of improvement.

Global buyout deal value for Q3 2025 hit US$377.34 billion, according to Dealogic figures analyzed by law firm White & Case – the best quarterly figures recorded since the market peak of 2021 and 59 percent above Q2 2025 totals. This lifted the buyout deal value for the first nine months of 2025 to US$911.04 billion, bringing it in line with full-year figures for 2024 and putting the buyout market on track to exceed US$1 trillion in annual deal value for the first time since 2022.

Landmark deals – most notably the $55 billion take-private of video game developer Electronic Arts in the biggest leveraged buyout in history – also pointed to an improving backdrop for buyout deals.

Crucially, momentum on the new buyout front was mirrored when it came to exits, with global exit value for the 9M 2025 coming in at US$468.02 billion – 84 percent up on the same period in 2024 and already ahead of the full-year exit value totals for 2023 and 2024.

After the initial tariff announcement shock, dealmakers gradually returned to business as the global economy rode out tariff disruption and interest rate cuts in the US, UK and Europe filtered through capital markets and brought down debt costs, facilitating more affordable deal financing.

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Fundraising lagged deal rebound

The uptick in exit activity, while encouraging, was not large enough to put a meaningful dent in the backlog of unsold assets that had built up since 2022 and constrained the ability of managers to make distributions to their LPs.

According to PwC, the private equity industry still held an estimated US$1 trillion of unrealized assets halfway through 2025. Bain & Co.’s analysis, meanwhile, highlighted that while current exit volumes were broadly in line with 2019 levels, buyout managers were holding twice as many assets in their portfolios now as they were then.

With limited cash returns coming back to them, LPs had limited wiggle room to make commitments to new funds.

Fundraising through the first three quarters of 2025 fell to US$569.5 billion, according to PEI figures – the lowest fundraising total for a Q1-Q3 period in five years and around 22% down on the fundraising for the corresponding period in 2024.

GPs adapted to clogged exit channels by using alternative methods to unlock liquidity. At the beginning of 2025, Bain’s analysis showed that nearly one in every three portfolio companies in buyout portfolios (30%) had already undergone some form of liquidity event, ranging from minority stake sales and dividend recaps to NAV financings and continuation vehicle (CV) deals.

The continuation vehicle (CV) structure, in particular proved a popular option for expediting liquidity, with figures from Jefferies showing that CV deals accounted for almost a fifth (19%) of private equity exits through the first half of 2025.

The CV structure proved to be flexible through the course of the year, with GPs not only making us of single-asset CV liquidity at relatively attractive valuations (90% of single asset CVs priced above 90% of NAV, according to Jefferies) but also constructing multi-asset CVs to provide investors with much wider and deeper liquidity optionality.

The rise of non-institutional capital

The challenging fundraising market also served to strengthen the tailwinds behind the rise of private wealth investment into private equity.

The constraints in the institutional fundraising market obliged managers to broaden their investor base and innovate to unlock new pools of investors – most notably in the non-institutional space.

This drove a significant increase in the formation of evergreen fund structures (including interval funds and semi-liquid funds, among others), which were launched to facilitate more flows from private wealth into private equity strategies.

Analysis from HSBC Asset Management found that the net assets for the largest 16 private equity-focused evergreen funds registered with the US Securities and Exchange Commission (SEC) increased more than sixfold between 2021 and 2025, from US$10 billion to US$61 billion. The increase between 2024 and 2025 alone was 68%, reflecting the rapid growth of the non-institutional wealth channel through the year.

Retooling the private equity production line

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For private equity managers, grasping the CV and private wealth opportunities not only necessitated a shift in investment and fundraising strategy, but also a significant operational overhaul.

As CVs and private wealth grew in 2025, managers encountered added layers of complexity in their operational model.

In the CV context, for example, asset pricing and reporting transparency, not to mention the capacity to support additional fund structures, demanded enhanced reporting and back-office capability. GPs also had to manage LP wariness of CV structures when they were in an incumbent investor position, particularly in multi-asset deals where portfolio companies included in the package were valued as a group rather than individually. Managers had to respond by producing granular pricing detail, as well as providing comprehensive reporting for the CV structures on their books.

GPs who dipped their toes into the non-institutional fundraising market, meanwhile, found that they had to ramp up their investor relations content output to reach a much broader, more disparate non-institutional investor base, often through distribution partners.

GPs also had to scale up back-office capability to service the preferred fund structures that non-institutional investors sought out when making allocations to private equity. New requirements included publishing monthly NAV figures and managing liquidity sleeves to ensure that vehicles could meet redemptions.

In addition, managers had to step up as LPs undertook detailed reviews of their fund exposures through the cycle of market dislocation – raising the bar on GP reporting.

From back office to front office, 2025 proved a challenging year for private equity firms − one that GPs nonetheless managed to navigate and adapt to.

Conclusion

Taken together, 2025 was a demanding but defining year for private equity. Managers contended with volatile markets, tighter operational and reporting requirements, and shifting investor dynamics, yet continued to broaden liquidity routes and refine their models to manage complexity. The year’s developments ultimately underscored the sector’s ability to adapt under sustained pressure.

Private Debt:
2025 Year in Review

A Year of Strength and Structural Change

Private debt delivered another strong year in 2025, buoyed by resilient performance, healthy investor demand, and the asset class continued appeal as a flexible source of capital. While macro volatility and tariff-related market dislocations influenced deployment conditions, private debt managers benefited from fundraising momentum and borrowers’ growing preference for speed, certainty, and tailored structuring.

At the same time, intensifying competition, evolving loan features, and new fund architectures signaled a sector continuing to mature and expand its role within private markets.

Performance, Fundraising, and Market Dynamics

Strong investor returns and steady fundraising support underpinned private debt’s solid performance in 2025.  The asset class delivered exceptional risk-adjusted returns for LPs and continued its run of outperforming leveraged loan, high yield bond, and investment grade debt markets.

At a time when fundraising in other private-markets asset classes stalled and sputtered, fundraising for private debt in first nine months of 2025 reached US$252.7 billion – a record high for any Q1-Q3 period – as investors recognized private debt’s exceptional performance.

Competition Intensifies

Private debt’s unique selling points – speed and certainty of execution, no requirement for borrowers to obtain credit ratings, and flexible structuring – proved particularly relevant for borrowers in the first half of the year.

Tariff tumult saw public debt markets all but shutter in Q2 2025, with figures from White & Case and Debtwire recording a 16% fall in US and European syndicated loan and high yield bond issuance between the first and second quarters of 2025, opening the way for private debt players to fill the void.

Through the second half of the year, however, as the tariff fallout settled, syndicated loan markets reopened and rallied strongly to present stiff competition for private debt players in market still characterized by limited deal financing transaction flow.

According to Bloomberg, Wall Street banks had built up a pipeline of more than US$20 billion of M&A debt financing heading into the final quarter of 2025, winning mandates off private credit players by pricing debt at very low margins. Private credit players also faced pressure to defend existing loan books, as the low pricing offered by leveraged loan markets lured private credit borrowers with the opportunity to refinance debt at cheaper rates.

Private debt players had to respond by squeezing margins and upping leverage. Figures from Deloitte show that the margins on most private credit loan issuance dropped below five percent in 2025, while margins greater than six percent became a rarity. Leverage multiples increased during the same period, with around one in two new deals leveraged at more than 4x. There was a sharp spike in the volume of private credit deals levered at 5x or more.

Private debt funds also had to offer other bells and whistles to stand out from the crowd. Payment-in-kind (PIK) features, which allow borrowers to add interest payments to the principal balance of a loan rather than paying in cash, for example, became an increasingly common feature in private debt structures.  

Research from investment bank Configure Partners showed that the inclusion of PIK features in terms when private debt loans were issued increased from 14.8 percent of loans in Q2 2025 to 22.2 percent in Q3 2025. The margins on these PIK facilities also compressed in 2025, as lenders narrowed pricing to win transactions.

Ratings agency Moody’s, meanwhile, noted that covenant-lite structures, historically only a feature of syndicated loan issuance, had become more common in the private credit space.

Dealing with Defaults

Private debt players also had to contend with growing concerns around default risk after the headline-grabbing defaults of auto-sector lender Tricolor and car parts supplier First Brands, where private credit lenders had exposure. Following the defaults, some industry executives expressed concerns that more hidden pockets of distress in private credit could emerge in the coming months, leading to potential losses for managers and investors.

Private credit was singled out for scrutiny following these defaults, even though BSL markets and banks carried exposure to the same borrowers, Indeed, private credit portfolios actually held up well in 2025, with KBRA DLD Default Research forecasting a direct lending default rate for 2025 of just 1.5 percent – lower than syndicated loan and high yield bond markets.

Nevertheless, covenant breaches did increase through the year, and even though breaches remained below longer-term averages, managers did have to invest more time and resources into managing portfolio credits in these situations.

A New Era of Operational Sophistication

In addition to building up their benches of workout and restructuring expertise, private debt players also had to upgrade their operating models as they followed private equity’s example and adopted new fund and distribution structures.

During the last year continuation vehicle (CV) structures became more prevalent in private credit, as private credit managers looked to extend hold periods for portfolio credits that hadn’t been able to exit to original timelines and required refinancings, term amendments and maturity extensions.

In workout situations extended hold periods were also required, although private credit funds also used CV deals to parcel up existing loan portfolios and sell to secondaries investors as a way to expedite payouts to existing investors.

The private credit market also saw an increase in the launch of private credit collateralized loan obligations (CLOs), which package up portfolios of private credit loans that are then securitized and sold off in tranches.

Bank of America forecast that the market was on track to deliver US$50 billion worth of private credit CLO formation by the end of 2025 – an all-time high. Executing private credit CLO deals required private debt managers to invest in additional accounting and legal expertise to manage the securitization process, structure special purpose vehicles to house portfolios, obtain ratings, and manage ongoing CLO administration.

Outsourcing partners stepped in to support private credit managers as they took on these higher back-office workloads and helped managers to focus on their core business of loan origination, underwriting and portfolio management in what proved to be an exciting but increasingly complex market.

Conclusion

Taken together, 2025 underscored private debt’s resilience and growing sophistication. Managers navigated a competitive environment marked by tighter margins, evolving borrower demands, and the increasing use of advanced fund and distribution structures.

Despite periods of market disruption, the asset class continued to attract capital and reinforce its role as a core component of private markets. As private credit strategies matured and operational expectations rose, the year demonstrated the sector’s ability to adapt, innovate, and maintain momentum in an increasingly complex landscape.

Real Estate:
2025 Year in Review

Signs of Stabilization After Years of Volatility

Real estate entered 2025 on the back of prolonged macroeconomic and sector-specific pressures, including rising interest rates, weak bricks-and-mortar retail, and subdued office demand. Yet as the year progressed, falling financing costs, improving transaction activity, and pockets of resilience across logistics, data centers, and select regional markets signaled a broader reset.

While geopolitical uncertainty and tariff-driven volatility still weighed on sentiment, the asset class began to show clearer signs of stabilization compared with the disrupted post-pandemic period.

Market Recovery, Sector Divergence, and New Demands Drivers

After prolonged period of rising interest rates, declining bricks-and-mortar retail and falling office space demand post-pandemic, 2025 was a year of reset and recovery for real estate.

Despite market disruption in Q2 2025 following US tariff announcements, direct real estate investment activity rallied strongly in Q3 2025 to come in at US$213 billion for the quarter, boosting year-to-date transaction volumes by 21 percent on 2024 levels, according to JLL.

The STOXX Global 3000 Real Estate Index, meanwhile, was showing gains of close to 10 percent towards the end of 2025, as real estate real estate valuations stabilized following an extended run of market volatility and pricing uncertainty.

Steadier Outlook Support Fundraising

The improving backdrop for real estate investment was good news for private real estate fundraising, which fell to a five-year low in in 2024, but rallied through the course of 2025.

PERE figures showed real estate fundraising coming in at US$164.39 billion for the first nine months of 2025, a 24.1 percent year-on-year increase on the same period in 2024, and already close to matching the full year total of $167.39 billion for 2024. In another signal pointing to a fundraising recovery, the proportion of funds closing below target fell from 62 percent in 2024 to 49 percent through the first nine months of 2025.

Headwinds Still to Navigate

Annual fundraising for 2025, however, did not match the US$299.38 billion raised at the peak of the market in 2021, and global real estate assets under management remained on a downward slope, dropping to US$3.8 trillion according to the latest figures compiled by real estate industry associations ANREV, INREV, and NCREIF.

Green shoots did emerge, but the industry still had a way to go to claw back lost ground.

Real estate balance sheets were still stretched as a result of falling asset values and higher interest rates through the market downcycle. Refinancing debt remained challenging, and while lenders did afforded real estate borrowers breathing room by extending terms, a US$936 billion wall of commercial real estate debt is due to mature in 2026, according to S&P Global Market Intelligence, loomed over the industry

Real Estate investors also had to grapple with the ongoing fallout from the ongoing downturn in the Chinese real estate space, one of the biggest real estate markets in the world and a cornerstone of the Chinese economy, ran into its fourth year.

Despite various stimulus measures to support the Chinese market, real estate valuations didn’t improve, and large-scale developers have faced large losses and financial distress. The fallout rippled out, impacting other Asian property markets – and beyond.

Real estate investors also kept a close eye developments in the AI sector, the spur for investment in data center assets and one of the strongest real estate fundraising categories in 2025.

Three of the ten largest real estate funds that  closed in 2025 – the US$7 billion Blue Owl Digital Infrastructure Fund III, the US$3.64 billion Principal Data Center Growth & Income Fund, and the US$11.7 billion DigitalBridge Partners III Fund – were raised to invest in data center assets, which accounted for just under a third (31 percent) of real estate fundraising in 2025, according to PERE.

Rising concerns around the risk of an AI valuation bubble, however, surfaced in the final quarter of the year, leading to share price volatility in stocks with AI exposure.

Technology share prices stabilized following strong earnings reports and positive revenue forecasts from key players in the AI ecosystem, but real estate managers did take pause to spend more time sense-checking data center and AI investment cases.

Upward Trajectory

For all the complexities and challenges that managers encountered in 2025, interest rate cuts by central banks in the US, UK and Europe were a much-welcomed macro-economic development, and brought down debt servicing costs for real estate assets. This helped real estate dealmakers to refinance debt and push out maturity walls, as well as facilitate a clearer picture on asset valuations.

Indeed, closer alignment on pricing was observed in 2025 and positively impacted the market, with analysis from Savills analysis showing an increase in average real estate transaction sizes in 2025. According to Savills there was a 14 percent increase in the number of individual properties trading for more than US$100 million, and a 17 percent uptick in the value of portfolio and entity level deals. Big cheque sizes suggest increasing confidence on the part of buyers.

Fundraising trends, meanwhile, also indicated that private real estate managers were finding assets at attractive entry valuations, and add value to properties sentiment improved.

Opportunistic real estate investment strategies, which present the highest return potential but require significant upfront redevelopment and construction investment in underperforming assets, accounted for 40 percent of the real estate capital raised across the first nine months of 2025, according to PERE. This highlighted the opportunity to invest in assets that had been passed over in recent years because of market volatility.

Real estate investors also began to feel the benefits a favorable supply-demand imbalance (particularly in segments such as office real estate) that became a feature of the market as new developments went on hold due to market uncertainty and elevate financing costs in prior years.

In the office segment, for example, new groundbreakings had fallen to a record low in the US and Europe, according to JLL, and most new property pipelines had been pre-leased. As a result, global office leasing climbed to it is best level since 2019. Global office vacancy rates dropped, and prime sites were at a premium, supporting leasing growth.

Other real estate categories also looking in good shape, albeit with some regional differences.

In logistics real estate, for example, leasing improved in North America and Europe in Q3 2025, although Asia markets were more cautious on the back of tariff and export uncertainty, although logistics presented opportunity for savvy buyers who were able adapt to changes in trade policy. Retail was another bright spot, with store openings outpacing store closures in the US, according to JLL, while in Europe and high growth Asian economies premium sites were in high demand with space limited.

Real estate has had rough ride through the last 36 months, but as interest rates come down and valuations recover, 2025 marked a year where the asset class finally has a chance to turn the corner.

Conclusion

Despite persistent challenges—from the ongoing fallout in China’s property sector to volatility in office markets—2025 marked a turning point for global real estate. Falling interest rates, firmer transaction activity, and renewed investor appetite helped stabilize valuations and support a gradual recovery in fundraising.

Strength in logistics, data centers, and select regional markets further underscored the sector’s adaptability in the face of macro and structural headwinds. While not all segments rebounded equally, the broad improvement across pricing, liquidity, and sentiment suggested that real estate finally began to regain its footing after several difficult years.

Infrastructure:
2025 Year in Review

Growth Anchored by Fundamentals

Infrastructure continued to demonstrate resilience in 2025, supported by strong fundraising momentum, robust long-term demand drivers, and solid underlying fundamentals across core and emerging sub-sectors.

While market volatility, policy shifts, and technology-led disruption influenced activity, investors remained focused on the asset class’s capacity to deliver stable returns and capital deployment opportunities. These dynamics shaped a year marked by both sustained growth and evolving complexity across the global infrastructure landscape.

Market Performance, Capital Flows, and Sector Dynamics

The positive long-term outlook for infrastructure investment growth and a good run of returns boosted private infrastructure fundraising in 2025.

By the end of Q3 2025 private infrastructure fundraising had already achieved a record annual high, as fundraising for the first nine months of 2025 reached US$200 billion – the first time the asset class had crested the US$200 billion mark ever, according to Infrastructure Investor data.

The share of private infrastructure funds closing on target, meanwhile, climbed more than three-fold, from nine percent in 2024 to 31 percent in 2025. Funds also took less time to reach a close, with average time on the road down by more than six months when compared to the previous year.

The strong 2025 fundraising numbers reflected private infrastructure’s consistent returns performance. Analysis of the MSCI Private Infrastructure Asset Index by commercial real estate services and investment business CBRE showed private infrastructure posting 11.5 percent rolling one-year total returns – outperforming listed infrastructure and global bonds over a three- and five-year investment horizon.

The industry’s returns performance was grounded in solid underlying fundamentals, with the requirement for investment in water and sanitation, electricity and power, and transport and logistics capacity increasing as global populations grow.

These fundamentals supported positive growth in global private infrastructure investment, with CBRE analysis of Infralogic data showing a 22% year-on-year gain through the first nine months of 2025, with investment reaching US$960 million for the period.

Shifting Ground

One of the single-most important drivers of infrastructure’s overall performance and deal flow in 2025 was the data center market, where huge investment in AI spurred robust demand for digital infrastructure.

McKinsey forecast in the summer that capital expenditure on data center infrastructure could reach as much US$1.7 trillion by 2030 – predominantly driven by AI expansion.

The positive momentum from the data center boom rippled out into other infrastructure sub-sectors, most notably power. Electricity consumptive data centers drove up power demand and pricing, with McKinsey models projecting that data power center would require1,400 terawatt-hours of power by 2030, representing four percent of total global power demand.

There were, however, some bumps in the road for the AI growth story during the year. In August a research report compiled by the Massachusetts Institute of Technology (MIT) found that 95 percent of organizations were deriving zero return from investments in AI, raising concerns of an AI bubble. Market anxiety around the sustainability of AI spending peaked again in November, leading to share price drops across the board for large technology companies.

Positive earnings from chipmaker Nvidia – a key bellwether for the sector – eased AI bubble concerns, but the year closed with infrastructure stakeholders taking a more measured approach on AI and data center growth projections.

Renewables Reset

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Renewable energy was another infrastructure sub-sector that encountered volatility and complexity in 2025.

In July the US passed legislation to phase out tax credits for wind and solar projects by 2027, rather than the original 2032 deadline. This left developers facing truncated project timelines and under pressure to accelerate project developments, or risk losing tax credit benefits.

The phase out of tax credits followed an earlier executive order from the White House temporarily withdrawing offshore leasing for wind power, as well as the Securities and Exchange Commission (SEC) dropping its defense against state-led lawsuits challenging its climate-related disclosure rule.

The shifts in the US led to divergence from the European position, where the EU retained the key pillars of its environmental legal framework, including the Corporate Sustainability Reporting Directive (CSRD) and Corporate Sustainability Due Diligence Directive (CSDDD), although the EU did bring forward proposals to ease the compliance burden of these directives for small and medium-sized enterprises.

The European Central Bank (ECB), meanwhile, continued to integrate climate risk into its operations, and the European Investment Bank (EIB) signed off on €15 billion of green transition funding.

This left infrastructure managers with US and European LP bases and operations having to walk a fine line between the ESG and climate priorities of US and European regulators and investors.

Nevertheless, renewables still represented the single biggest category for infrastructure fundraising in 2025, with the US$20 billion raised for Brookfield’s Global Transition Fund II – which will focus on investment in the transition to clean energy – the third biggest infrastructure fund close in the first nine months of 2025. Brookfield cited an “any and all” approach to ramping up power capacity as a key driver of low carbon energy production, with clean energy an essential component to meet growing demand for power, not just from data centers, but also from the electrification of transport and industry.

Political instability may have shaken up the investment case for investment in decarbonization and renewable energy infrastructure, but investors continued to see long term value in the industry.

Sophisticated Structuring to the Fore

Infrastructure also saw momentum build in areas such as infrastructure secondaries and infrastructure debt, which injected additional liquidity and flexibility into the asset class.

According to private markets investment adviser Stafford Capital Partners infrastructure secondaries deal volume was on track to climb by around 50 percent in 2025 and reach approximately US$15 billion for LP-led deals, and between US$15 billion and US$20 billion for GP-led transactions.

The increase was spurred by a combination of the liquidity requirements of private markets programs and the use of secondaries markets to manage exposure to regulatory change and geopolitical uncertainty.

Infrastructure debt provided a similarly useful pool of liquidity to complement infrastructure M&A and project development, as well as offering investors an opportunity to diversify their fixed income portfolios and lock in consistent yields uncorrelated to public markets.

Infrastructure debt assets under management (AUM) grew at a compound annual growth rate (CAGR) of 23.1 percent, according to Institutional Investor, and positioned infrastructure debt as an increasingly sizeable and influential constituent of the infrastructure funding mix.

The growth of these adjacent pools of capital in the infrastructure ecosystem provided valuable support to infrastructure dealmakers, who sought out partners to provide liquidity and share risk.

Conclusion

Overall, 2025 reinforced infrastructure’s position as a resilient and strategically important private markets asset class. Strong fundraising, dependable performance, and accelerating demand in areas such as digital infrastructure supported continued growth, even as policy shifts and renewables volatility added layers of complexity for managers and investors.

The expanding role of infrastructure debt and secondaries, combined with divergent regulatory developments across the US and Europe, further shaped capital flows and operating conditions. Despite these challenges, long-term fundamentals remained intact, underscoring infrastructure’s ability to adapt and attract capital in a rapidly evolving environment.

Market shifts over the past half decade have hastened investor demands for liquidity, particularly given the oscillating rate environment and global slowdown in IPO activity since 2021’s record-breaking run of exits.

This shift isn’t about demanding daily liquidity from long-term strategies but about structured, predictable access. Wealth platforms, family offices, and even traditional institutions want better rebalancing tools and tactical allocation options. There is a growing demand for vehicles that maintain exposure to illiquid assets while enabling timely, transparent access.

Illiquidity is Evolving – Access Without Compromise

The idea that illiquidity must always be the price of higher returns is being redefined. While private loans, equity stakes and infrastructure remain long-term in nature, the mechanisms for accessing and managing them are becoming far more flexible.

Today’s liquidity toolkit includes:

• Assets being raised in structured finance vehicles for flexible, diversified liquidity.
• Secondary markets, especially in private debt, offering earlier exit opportunities and greater price discovery.
• Fund structures such as evergreen and interval funds, which provide periodic liquidity windows.
• Credit solutions like NAV-based facilities that unlock interim liquidity without asset sales.

According to Allianz Global Investors, the private debt secondaries market is projected to exceed $20 billion annually by 2026.

Structured Solutions: Rated Note Feeders and
Collateralized Fund Obligations

Alongside traditional liquidity tools, Rated Note Feeders (RNFs) and Collateralized Fund Obligations (CFOs) are rapidly becoming differentiators in the private markets landscape. These structures are particularly appealing to regulated investors, insurers, pensions, and others that require rated exposure and favourable regulatory or capital treatment.

RNFs convert private fund interests into rated securities, allowing these investors to allocate through familiar vehicles that are streamlined and balance sheet friendly. The process of rating imposes discipline and transparency, and for some investors can reduce capital charges compared to unrated private fund equity.

CFOs, by contrast, securitize pools of fund stakes and issue tranches of rated notes with varied risk/return profiles. The senior tranches appeal to those prioritizing capital protection, while junior or subordinated tranches offer enhanced return potential.

CFOs allow asset owners to unlock value, rebalance portfolios, or meet distribution needs, all while avoiding involuntary asset sales. This capability is especially relevant when liquidity windows are tight or traditional secondary markets are thin.

In both cases, RNFs and CFOs don’t change the illiquid nature of the underlying assets, but they add optionality, allowing investors to engage in private markets with greater flexibility and layered exposure, and providing managers with structure to deploy and manage capital in more robust, scalable ways.

Private Debt Secondaries

While secondaries have long been a mainstay in private equity, the market for private debt secondaries is just now reaching a meaningful inflection point. Several structural and market-driven factors are accelerating this shift.

A large wave of credit funds, particularly in direct lending, launched after 2015 is now reaching maturity, prompting a natural evolution in how investors think about liquidity options. At the same time, improvements in transparency and access to loan-level data are making secondary pricing and due diligence more robust.

Private debt secondary transactions are taking a variety of forms, including traditional LP stake transfers, securitizations of loan portfolios, and synthetic liquidity solutions such as NAV-based lending. Each of these requires specialized operational infrastructure and introduces new complexities in fund administration.

As this segment continues to grow, fund administrators must be prepared to support more frequent valuations, manage complex data-heavy workflows, and facilitate smooth investor transitions.

Existing Barriers to Entry

Increased structural flexibility hasn’t automatically equated to broader accessibility. While managers can now design vehicles with lower minimums, more frequent liquidity windows, and no hard lockups, regulatory thresholds are simultaneously becoming more stringent.

The SEC’s recent proposal to raise the net worth and income requirements for qualified purchasers underscores this tension, making it technically possible to build more investor-friendly vehicles, but harder for many investors to meet the eligibility criteria.

This creates a growing disconnect between product innovation and actual access. To bridge that gap, managers increasingly need administrators with the distribution infrastructure, advisor relationships, and investor onboarding capabilities to match the right vehicles with the right audience.

Access aside, this evolution is also exposing gaps in legacy fund structures and back-office systems. Many were simply not built to support modern liquidity demands, especially when it comes to dynamic capital flows, multi-layered vehicles, and real-time data needs.

Meeting this moment requires a fundamental transformation in fund operations, underpinned by scalable infrastructure, rigorous governance, and forward-thinking administration.

The Administrator’s Role in Risk and Governance  

As private markets evolve to offer more liquidity, the responsibilities surrounding risk management and governance grow in parallel, particularly for fund administrators. Increased access does not diminish the need for control, in fact, it amplifies it. Fund administrators play a central role in ensuring that new liquidity mechanisms are implemented responsibly and in alignment with the fund’s structure and investor commitments.

This role spans multiple critical functions. On the risk side, administrators are tasked with monitoring collateral quality, conducting stress tests on redemption windows, and helping managers evaluate the operational impact of liquidity provisions.

From a governance standpoint, they ensure that liquidity terms are consistent with fund documentation and investor disclosures, mitigating the risk of misalignment.

Administrators must also stay ahead of an evolving regulatory environment. As bodies like the SEC and ESMA increase scrutiny of liquidity management practices in private funds, fund administrators will be expected to demonstrate preparedness, transparency, and procedural rigor.

In this context, administrators are no longer back-office support; they are strategic partners. Their ability to uphold risk and governance standards will be essential to maintaining fund integrity as the boundaries of illiquidity continue to shift.

Strategic Liquidity: The New Frontier

Liquidity in private markets is no longer a contradiction; it’s a competitive advantage. In asset classes like private debt, innovations in secondary markets and fund structures unlock investor access without sacrificing returns.

The firms that combine structural innovation with operational rigor will define the next phase of growth. For investors and managers alike, administrators are at the core of this transition, enabling the infrastructure, governance, and data frameworks that make next-generation vehicles possible.  

The Reality for Endowment Operations Team

Managing investment operations in an endowment or foundation is a delicate balancing act. Teams are often small, yet they oversee increasingly complex portfolios that now include alternatives alongside public markets, leading to a surge in data, valuation methods, and reporting requirements.

The pressure is relentless. Investment offices and committees demand daily insights into exposures, liquidity, and a multitude of associated information, while boards and donors expect transparency. Auditors require precise reconciliations, all of which must be delivered timely despite the various formats of data received from multiple custodians and investment managers.

For investment operations teams, the challenge lies in managing enterprise-scale complexity often without the required bandwidth. It’s essential to focus on what operations teams need to succeed.

What Ops Leaders Need

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At Alter Domus, our strength lies not just in our alternative expertise but in how we integrate that knowledge across the full spectrum of holdings. We help investment teams achieve true total-portfolio visibility—connecting data from private funds, co-investments, and partnerships to the liquid exposures managed elsewhere.

The result is unified, institutional-grade reporting and governance that reflects the full reality of your portfolio. That integrated approach extends to how we collaborate with your existing partners.

Seamless Collaboration with Custodian Banks

We work closely with custodian banks to ensure that data and reporting flow smoothly across both public and private assets. Our systems and workflows are designed to complement custody platforms—enhancing, not duplicating, their capabilities.

For investment teams, this means maintaining established banking relationships while gaining a more complete and connected picture of portfolio performance. The result is a cooperative model that brings together the strengths of both worlds: the custodians’ scale and security with Alter Domus’ deep understanding of private markets.

The Challenge with Non-specialist Solutions

Many of the partners that serve endowments and foundations operate a model that was designed for traditional markets, excelling in equities and bonds but struggling with alternatives. Data silos hinder operations teams from achieving a unified portfolio view, and standardized reporting falls short of delivering the daily insights investment offices need.

Non-specialist solutions often overlook the complexities of private equity, private credit, hedge funds, and real assets. Capital calls, unfunded commitments, and bespoke valuations don’t fit into public market workflows, forcing teams to manually reconcile gaps and adapt templates for boards and auditors. For small endowment teams, these challenges lead to increased workload, risk, and confusion—contrary to the goals of ABOR and IBOR.

Aligning for Clarity and Control

For directors of investment operations, the challenge isn’t just more data — it’s delivering accuracy, timeliness, and transparency with small teams under mounting pressure.

That requires a model where ABOR and IBOR are aligned, reconciled, alternative-aware, and tailored to your governance needs.

In public markets, settlement is standardized — trades close in T+1 or T+2, with systems designed to make the process routine. Private markets are a different story. Settlement is slower, less uniform, and packed with variables across jurisdictions, fund structures, and counterparties. When it’s handled well, no one notices. When it goes wrong, it can quietly drain liquidity, damage trust, and even affect performance.

Settlement isn’t just a back-office detail. It’s a risk management issue — and one that says a lot about whether a manager is truly built to scale.

Why settlement in private markets is so tricky

Unlike public equities or bonds, private market trades don’t follow a single set of rules. Instead, managers have to navigate:

• Non-standard timelines — the “when” of settlement varies with each deal, counterparty, and geography
• Lots of players involved — fund entities, custodians, administrative agents, borrowers, lawyers, and counterparties all touch the process.
• Manual workarounds — too many steps still rely on spreadsheets, which means mistakes are easy to make.

Put simply: settlement can be the weakest link in otherwise sophisticated operations.

The risks of getting settlement wrong

1. Operational Breakdowns

When processes are manual or systems don’t talk to each other, errors creep in — mismatched instructions, trades that never get confirmed, or bookings that don’t match reality. In private markets, these errors don’t always show up right away, which makes them even more painful when they do.

2. Liquidity Strain

If a settlement drags, cash or securities can get tied up for longer than expected. Suddenly, capital calls have to be rushed, distributions delayed, and cash forecasts scrambled. LPs don’t like surprises like that.

3. Counterparty & Credit Risk

The longer a trade sits unsettled, the more exposed a manager is to the counterparty. In some cases, managers may have to over-collateralize or even put their own balance sheet at risk just to keep things moving.

4. Valuation Distortions

Unsettled trades that aren’t booked correctly can skew NAVs and portfolio values. That doesn’t just mess with performance reporting — it can spill into compliance problems if filings end up being wrong.

5. Reputational Damage

LPs now look closely at operations in their due diligence. If they see repeated settlement issues, it sends a signal: this manager isn’t operationally sound. That kind of impression spreads quickly in the investor community.

6. Regulatory & Compliance Exposure

Settlement problems often don’t stay contained. They ripple downstream into reporting, disclosures, and fund mandate compliance. With regulators watching private markets more closely than ever, the margin for error is shrinking.

7. Hidden Costs

Every mishandled or delayed trade comes with costs — from lost delayed compensation to dispute resolution to endless rework. Just as damaging, it eats up team bandwidth that should be focused on value-driving work.

Why this matters more than ever

Private markets are bigger and busier than ever, and expectations are higher too.

• LPs are raising the bar for operational maturity and transparency
• Regulators are watching more closely, with stricter requirements on reporting
• Technology is available that makes manual lapses feel less forgivable.
• In this context, settlement risk isn’t theoretical. It’s real, and it can undermine performance and credibility if ignored.

Turning settlement into a strength

The upside: settlement risk is highly manageable with the right approach. Leading managers are already tackling it by:

• Automating settlement workflows to cut out manual errors.
• Building strong data pipelines so front-, middle-, and back-office teams stay aligned.
• Leaning on specialist administrators who bring proven processes and oversight.
• Treating settlement as part of risk management instead of just a clean-up task after a deal closes.

Handled this way, settlement shifts from being a vulnerability to a proof point of resilience — and a way to strengthen investor trust.

Conclusion: from risk to resilience

In private markets, smooth settlement doesn’t usually make headlines. But when it fails, it causes immediate pain: delayed cash flows, misstated valuations, interest loss, and questions from investors.

Managers who get this right don’t just avoid mistakes. They show they’re operationally mature, ready to scale, and capable of meeting rising investor and regulatory expectations.

Settlement may be behind the scenes, but it’s foundational. And in a market where complexity keeps growing, mastering it is one of the clearest ways to reduce risk — and stand apart for the right reasons.

A Quiet Function with Outsized Impact

In private markets, operational infrastructure often sits in the background — until it fails. Among the most critical, and most overlooked, is the Agency. Far from a clerical role, the agent is the contractual backbone of loan agreements: keeping registers accurate, payments flowing, compliance monitored, and communications clear. Done well, the role is invisible; done poorly, it can cause disputes, delays, and reputational harm that ripple across every stakeholder.

Private Credit: Growth Brings Complexity

Private credit has grown into a core pillar of global finance. The U.S. Federal Reserve estimates the U.S. private credit market at USD 1.34 trillion as of mid-2024, with global totals nearing USD 2 trillion. J.P. Morgan notes it has expanded at roughly 14.5% annually over the past decade, making it one of the fastest-growing corners of alternatives.

This expansion has brought greater complexity. Facilities are now larger, more syndicated, multi-tranche, and frequently cross-border. With this scale, the margin for operational error narrows, and the Agency has become a strategic safeguard for transparency and trust.

The Shifting Demands of Private Markets

Ten years ago, private credit often meant bilateral loans or small club deals. Today, managers are navigating multi-currency, multi-jurisdictional facilities with heavy reporting obligations.

At the same time:

• Investors and regulators expect more: Transparency and timely data are now baseline requirements.
• Amendments and restructurings are common: Higher interest rates are testing borrowers, making flexibility and governance critical.
• Operational resilience is scrutinized: Lenders demand confidence that data, payments, and records are accurate at all times.

The Agency has evolved from administrator to stabilizing force at the center of increasingly complex credit markets.

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Getting Agency Services Right

To mitigate risks, managers must view the Agency not as a back-office utility but as a critical partner. The following areas are essential:

1. Independence and Impartiality

An Agency must act for all lenders equally, without bias. Independence ensures trust, especially during contentious votes or restructurings.

2. Accuracy as the Foundation

From payment flows to lender registers, precision is everything. The agent’s records are often the “source of truth” in disputes; they must be beyond reproach.

3. Proactive Compliance and Monitoring

Covenant oversight, reporting obligations, and regulatory checks cannot be reactive. A strong agent anticipates deadlines, flags risks early, and provides confidence that nothing is missed.

4. Event−Ready Expertise

Defaults, amendments, and restructurings are inevitable in today’s markets. The true test of an agent is how they perform under stress: fast, organized, and with continuity for all parties.

5. Technology−Enabled Transparency

In an era where stakeholders expect real-time access to information, portals and digital tools are essential. They transform the agent from a bottleneck into an enabler of transparency.

6. Scale with a Human Touch

Global coverage, certified processes, and scalable platforms matter — but so too does responsiveness. Managers should seek agents who combine infrastructure with service.

What Happens When Agency Fails

The risks of weak agency support are rarely visible until they become unavoidable. Consider the following scenarios:

• Inaccurate registers leading to disputes over who holds voting rights during an amendment.
• Delayed notices causing lenders to miss funding deadlines, damaging borrower relationships.
• Weak default handling resulting in inconsistent lender communication and prolonged restructurings.
• Regulatory missteps such as missed tax reporting or inadequate sanctions screening, creating compliance exposure.

Each of these outcomes not only disrupts individual deals but also undermines confidence in a manager’s operating platform. In a market where credibility is paramount, the stakes are high.

From Administrator to Strategic Partner

The best Agents are those whose presence is barely felt — not because their role is minor, but because they execute it flawlessly. In the fast-evolving world of private markets, where complexity and scrutiny are rising, the importance of getting agency services right cannot be overstated.

For managers, the choice of an Agent is not a back-office detail. It is a strategic decision that underpins trust with lenders, protects reputations, and ensures that operational resilience matches investment ambition.

For directors of investment operations, governance is the foundation of effective portfolio management, accurate data, and risk control. In today’s landscape of rising regulatory demands and complex alternatives, strong governance is also a strategic asset.

Future-proof governance enables teams to move beyond reactive measures, creating resilient systems that enhance accuracy and credibility. This shift allows teams to focus on high-value tasks that drive portfolio success.

Raising Standards with confidence

Operational teams must deliver timely, precise data to boards, auditors, and regulators, facing higher expectations for transparency and risk oversight. For leaders, this is an opportunity to demonstrate that governance is a competitive advantage.

Robust processes foster confidence, reduce rework, and empower investment committees with better decision-making tools. At Alter Domus, we see organizations that strengthen governance not only meet current demands but also confidently explore new strategies and investment opportunities.

What Future-Ready Governance looks like in Practice

Future-proof governance is about strengthening operational infrastructure. For investment operations leaders, it means:

• Resilient systems that maintain accuracy and continuity through staff turnover or market disruption.
• Scalable processes that can handle the growing demands of alternatives – managing capital calls, monitoring liquidity, and tracking performance, etc – without adding headcount
• Integrated reporting that provides a single version of the truth for boards, auditors, and investment committees.
• Independent oversight that validates calculations, reduces operational risk, and enhances credibility with stakeholders.

With these pillars in place, governance supports efficiency and insight rather than slowing things down.

Outsourcing as a governance accelerator

Many endowments and foundations operate with lean teams, making it challenging to invest in the infrastructure required for governance at scale. Outsourcing fund administration provides a solution by reinforcing internal teams rather than replacing them. A strong partner like Alter Domus delivers:

• Independent NAV and reconciliations, creating objectivity and reducing the risk of error.
• Best-practice processes, refined across hundreds of institutional clients and seamlessly integrated into the operating model.
• Technology-enabled transparency, giving operations leaders instant access to dashboards and reports without heavy internal investment.
• Capacity relief, allowing teams to redirect time and talent toward strategic projects rather than manual processing.

In this way, outsourcing becomes a governance accelerator, embedding institutional-quality controls and reporting into organizations with leaner resources.

Tangible benefits for operations teams

When governance is strengthened through the right systems and partners, operations leaders see immediate, positive impacts. Audits proceed with greater speed and efficiency, requiring fewer adjustments and minimizing back-and-forth communication. This streamlining allows teams to concentrate on strategic initiatives rather than administrative burdens.

Board and committee reports become timelier and more insightful, establishing operations as a trusted source of decision-ready intelligence. This evolution enhances the quality of discussions and decisions at the highest levels.

Risk oversight improves, enabling proactive monitoring of exposures, cash flows, and liquidity across complex portfolios, fostering a culture of preparedness. As operational credibility increases so does trust from boards, donors, and external stakeholders. This strengthened relationship, built on transparency and reliability, lays a solid foundation for future collaboration and success, positioning organizations for sustainable growth.

Governance as an enabler of operational excellence

For directors of investment operations, future-proof governance means building a robust infrastructure that navigates today’s complexities while adapting to tomorrow’s demands. It minimizes risk, boosts efficiency, and empowers teams beyond back-office functions.

At Alter Domus, we specialize in helping endowments and foundations achieve this balance. By merging deep expertise in alternatives with advanced technology and independent oversight, we transform governance into a strategic asset. The outcome is a reliable data environment, clear reporting, and investment staff focused on strategy rather than reconciliations. In this context, governance becomes an enabler of operational excellence, key to sustaining efficiency and trust for the future.

Tax compliance in private capital has shifted from a back-office task to a board-level priority. Federal and state filings, 1065 partnership returns, K-1s, FATCA/CRS, and 1099 reporting all converge under strict deadlines — and investor confidence depends on getting them right. For many firms, the question is no longer if they can keep up, but how to do so without overburdening already stretched teams. 

The Weight of Rising Tax Demands 

As private capital funds grow, so do their filing obligations. Teams face an unrelenting tax cycle that requires accuracy, speed, and continuity. Yet many managers struggle with: 

• Rising complexity: Multiple fund structures, investor demands, and cross-jurisdictional reporting.  
• Limited capacity: Lean teams balancing tax alongside other operational responsibilities. 
• Turnover risk: The loss of a single experienced professional can erase institutional knowledge overnight. 

These pressures are magnified by shifting expectations. Regulators continue to expand cross-border requirements, while investors demand greater transparency and faster turnaround. What was once treated as a compliance function has become a visible measure of operational maturity — and firms that fall behind risk eroding investor trust.  

Experience that Scales  

Meeting these challenges requires a model that can handle scale without sacrificing quality. Alter Domus supports: 

• 1,466 funds supported with tax services annually
• 1,200 Federal and State tax returns reviewed annually
• 435 funds supported with dedicated tax return reviews
• 300 funds served with FATCA/CRS filings

These numbers highlight more than just scale — they reflect the way managers are choosing to structure their tax function. Many continue to use a Big 4 firm for preparation, while relying on Alter Domus for reviews, coordination, and data management. This model reduces back-and-forth, ensures continuity year after year, and allows firms to expand without adding internal headcount.  

A Smarter Model for Tax Support  

The most effective models extend beyond outsourcing. They integrate seamlessly with existing tax preparers and in-house processes, acting as an extension of the manager’s team. 

For many firms, the challenge isn’t who prepares the return — it’s the review and coordination around it. Some want to keep a Big 4 firm on preparation but lack the bandwidth or expertise to manage the process. Others have lost in-house tax staff and the knowledge that left with them. 

Alter Domus’ tax review and data coordination services were built to fill this gap — offering fractional expertise that reduces back-and-forth with preparers, ensures continuity, and avoids the overhead of hiring full-time staff. 

Priorities for Managers 

Chief Financial Officers (CFOs) and Chief Operating Officers (COOs) in private capital face three key imperatives: 

• Accuracy: Every return and report is thoroughly reviewed to the highest standard. 
• Efficiency: Faster turnaround times through streamlined coordination with preparers. 
• Compliance: Reliable 1065, FATCA/CRS, and 1099 reporting across jurisdictions. 

Meeting these expectations requires more than capacity — it requires the right partnership. 

A Partner for What Comes Next  

Alter Domus combines deep private capital expertise with the scale and continuity today’s tax environment demands. Our teams don’t replace your preparers — we work alongside them, ensuring reviews are rigorous, data is coordinated, and deadlines are met without disruption. 

By reducing the back-and-forth between administrators, preparers, and internal teams, we free managers to focus on growth while knowing investor expectations will be met. And as reporting requirements continue to tighten, we provide the stability to keep pace without adding internal headcount.  

For private capital managers, tax isn’t slowing down. With Alter Domus, you don’t have to choose between accuracy, efficiency, and scale — you get them all.