Onboarding has also become more demanding. Investor expectations are higher, and KYC and AML requirements remain complex. In Fenergo’s 2024 survey of more than 450 Tier 1 asset management firms, 74% said they had lost a client due to slow or inefficient onboarding.

Below is a practical playbook to shorten timelines, reduce rework, and deliver an onboarding experience that matches institutional standards.

Why a Smooth Onboarding Process Matters to LPs

LP operations teams juggle multiple managers, vehicles, and reporting cycles. They want onboarding that is efficient, auditable, and consistent.

A well-run process supports two outcomes that matter to LPs and regulators:

• Operational confidence: Onboarding sets expectations for how responsive and disciplined you will be once the fund is live.
• Defensible compliance: Global guidance, such as the FATF Recommendations, emphasizes a risk-based approach and effective controls, supported by documentation and recordkeeping.

Regulators have shown they will act when a private fund manager’s onboarding controls do not match what it tells investors.

In January 2025, the SEC charged Navy Capital Green Management with misrepresenting its anti-money laundering due diligence to private fund investors and found instances where the firm accepted subscriptions without consistently completing the identity, beneficial ownership, and AML documentation steps described in its investor materials.

The takeaway for fund onboarding is straightforward: your process needs an evidence trail that proves what you collected, what you verified, what you approved, and when.

Pre-onboarding prep: get internally ready

Speed comes from clarity, not urgency. Before you try to move faster, reduce avoidable friction inside your own team.

• Create a single source of truth: Decide where onboarding status lives and who updates it. A workflow tool, CRM, or tracker can work if it is the one place everyone relies on.
• Codify requirements by investor type: For each investor category and jurisdiction, document what you need, why you need it, and who reviews it. Include KYC and AML checks, tax forms, subscription documents, side letter workflows, and wire instructions. Many of these requirements are established during the fund formation process, so aligning legal, compliance, and ops early reduces rework later.
• Set internal service levels: Define review turnarounds, escalation paths, and ownership. If your timelines depend on heroics, the process will not scale.

7 best practices for faster fund onboarding

1. Automate the repetitive steps in document workflows

Many delays come from manual work that is easy to standardize. Focus automation on tasks like:

• Pre-filling subscription documents using known investor data
• Triggering checklists based on investor type and geography
• Routing documents for review with time stamps and audit logs

Automation does not remove judgment. It removes busywork and makes outcomes more consistent.

2. Use a secure investor portal to reduce email churn

Email creates version-control issues and forces LPs to hunt through threads. Using a secure investor portal solution centralizes intake and communication, providing a cleaner audit trail.

Many fund managers rely on their fund administrator’s technology stack to support this, helping ensure onboarding workflows are consistent, secure, and aligned with operational and compliance requirements.

At a minimum, the portal should let LPs:

• Upload documents securely
• See exactly what is outstanding
• Confirm what has been received
• Ask questions in one place

This is also where you can reinforce a professional, branded experience without adding complexity.

3. Standardize KYC and AML with a risk-based framework

Most firms do not struggle with intent. They struggle with inconsistent execution across teams, funds, and investor types.

Create a KYC and AML package that is:

• Risk-based. Apply enhanced diligence where it is warranted, not by default.
• Consistent. Train teams to follow a uniform checklist and review path.
• Documented. Record decisions, exceptions, and rationale so reviews are defensible

Where possible, align your checklist with your fund administrator or other providers to avoid duplicate requests. LPs feel friction most when multiple parties ask for the same information in slightly different formats.

4. Assign a single onboarding owner for each LP

Every onboarding needs a quarterback. Without one, tasks drift between investor relations, compliance, legal, and the administrator.

The onboarding owner should:

• Run a kickoff call for complex subscriptions
• Own the tracker, timeline, and escalations
• Coordinate inputs across internal teams and providers
• Keep communications clear and consistent

This role is especially important when you are onboarding multiple entities under one LP umbrella, or when side letter terms add custom steps.

5. Segment communications so each LP gets the right level of touch

LPs want clarity, not noise. Your update cadence should match complexity.

A simple segmentation model works well:

• Straightforward subscriptions: concise updates with clear next steps
• Complex entities: scheduled checkpoints and explicit escalation paths
• Strategic LP relationships: proactive messaging that anticipates internal approvals and timing constraints

Keep the writing direct. Confirm what you received. State what is next. Name the blocker if there is one. That alone reduces follow-ups.

6. Make status transparent with milestone-based tracking

Even with a portal, many LPs still want a quick view of progress. Transparency reduces uncertainty and cuts down on ad hoc check-ins.

Give LPs a milestone view that mirrors your internal workflow, such as:

• Documents received and validated
• KYC and AML review in progress or complete
• Subscription accepted
• Wire instructions verified
• Final close readiness

Whether this lives in the portal, a weekly digest, or both, consistency matters more than format. The goal is simple: LPs should never wonder where things stand.

7. Define and share onboarding SLAs that set expectations

Institutional LPs are used to SLAs across their operating stack. Onboarding is no different, especially for repeat allocators.

Offer realistic SLAs that cover:

• Document review turnaround times
• KYC and AML review timeframes
• Response time for questions
• Wire verification steps and timing

Do not overpromise. A credible SLA that you meet builds trust. An aggressive one you miss creates frustration and escalations.

How to measure onboarding success

If you are not measuring, you are guessing. Track a small set of metrics that reflect both speed and quality:

• Time to close: days from first outreach to accepted subscription
• Touch count: number of back-and-forth interactions required
• Exception rate: percent of onboardings requiring rework due to missing or incorrect information
• Capital call readiness: percent of investors fully operational before the first call

Also, capture qualitative feedback. A short post-close note to the LP operations contact often reveals where friction really sits.

Putting it all together

A faster onboarding process is not about cutting corners. It is about designing a workflow that is consistent, transparent, and aligned with institutional expectations.

Start by tightening internal ownership and your source of truth. Then reduce avoidable manual work. Finally, raise transparency so LPs can self-serve status and avoid repetitive follow-ups. Do those three things well, and onboarding becomes a strength, not a bottleneck.

Make onboarding one less thing your team has to chase. Connect with Alter Domus about fund administration services to streamline the fund onboarding process, standardize KYC and AML reviews, and give LPs clear, real-time transparency from subscription through close.

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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 best positioned to convert improving market conditions into durable long-term advantage.

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Private Credit:
2026 Outlook

Private credit enters a more competitive phase

After a prolonged period of rapid expansion, private debt enters 2026 from a position of strength, but into a more demanding operating environment. The asset class remains well capitalized, institutionally embedded, and attractive to investors seeking resilient income, yet the conditions that powered recent outperformance are beginning to evolve. As interest rates ease, competition intensifies, and deal dynamics shift, private credit managers will need to adapt their strategies, geographic focus, and operating models to sustain performance in the year ahead.

From growth tailwinds to competitive pressure

The private debt market has been on a good run and enters 2026 well-capitalized and full of confidence.

For the last ten years private credit assets under management (AUM) have grown at around 15% a year and the asset class has delivered better returns than syndicated loans, high yield bonds, and investment grade debt, according to J.P. Morgan. There has certainly been much for the private debt community to celebrate – but 2026 will bring new challenges.

No time for complacency

As strong and well-positioned as private debt managers are going into the New Year, this is no time for the industry to rest on its laurels.

In 2026 managers will be operating in a different market. Interest rates in the US, Europe, and UK have come down during last 12 months, and just as higher base rates benefitted the floating rate structures of private credit loans, falling rates will mean lower coupons.

Coupons will also be squeezed as margins narrow in the face of increasing competition for deals. Patchy M&A has constrained the supply for new financing opportunities, and when transactions have come to market, competition has been fierce.

M&A markets are expected to improve, but it will take time to bring the supply of deal financing back in balance with demand. Until then, private credit managers will have to keep narrowing margins, offering higher leverage multiples, and loosening covenants to remain competitive.

The asset class will continue to present attractive risk-adjusted returns for investors in 2026, but overall returns are expected to temper in a more crowded market.

Horizons new

Moving into new geographies will be one way that private credit managers respond to shifting industry dynamics.

North America is by far the largest private credit market in the world, with AUM of around US$1.5 trillion, according to Barings. It is twice the size of the European market and multiples bigger than the APAC market.

As the biggest private credit ecosystem, North America is also the most mature and competitive, and it has been an obvious move for managers to look to new jurisdictions to grow their businesses and secure optimal returns.

Europe, for example, has offered private debt providers with wider margins, lower leverage multiples and more lender friendly covenants than in the US. Private debt lenders have been able to leverage country-specific know how to price their debt at higher spreads and on better terms in a European market that – unlike the US – is still characterized by a patchwork of country-specific regulation and legal frameworks.

The APAC market, meanwhile, is at the start of a long-term growth trajectory, with Barings noting that bank credit still accounts for more than 70% of credit provision in the region, versus just 32% in the US and 50% in Europe.

Over time, however, APAC is expected to see private credit market share increase as more global private equity sponsors, who are familiar with the private credit offering, pursue more Asian deals.

Private credit managers and investors will be looking at ways to broaden their regional exposure and take advantage of the attractive pricing and growth dynamics beyond the core US market.

Asset-based finance to the fore

The other main lever that private debt managers will pull in response to intensifying competition in direct lending will be to launch new products.

Asset-based finance (ABF), an umbrella term for lending secured against a specific pool of assets, rather than borrower cashflows, has been a popular option for private debt firms expanding their platforms. The ABF market is also on the LP agenda, with analysis from law firm Macfarlanes reporting a growing number of LPs with ABF investment mandates.

The ABF market is worth around US$6 trillion and is forecast to expand by 50% to reach US$9.2 trillion by 2029, according to KKR. This presents a vast addressable market for private debt firms to grow into, as well as a wide selection of different asset pools to invest behind, ranging from credit card and auto loans through to aircraft leases, accounts receivable and royalties, to name but a few.

Private debt firms will be scouring the ABF market in increasing numbers in 2026 as they seek out opportunities to expand their franchises.

Fit for purpose

A priority for managers with ambitions to launch into new geographies, or branch out into ABF, will be to ensure that their organizations have the required operational muscle to support these new strategic objectives.

Expanding into Europe or APAC, for instance, will require support on the ground in these markets to steer through legal, regulatory, reporting and commercial nuances. When launching an ABF strategy, the operational ask will be even bigger. Private credit firms will have to build new infrastructure to monitor asset registers, review asset valuations, service collateral, model downside exit scenarios and manage credit risk.

Private credit players will seek to break new ground in 2026 – they will have to have the right back-office frameworks in place to realize the opportunities that lie ahead.

Conclusion

Private debt remains a compelling component of institutional portfolios as it enters 2026 but the next phase of growth will be more complex and competitive than the last. With margins under pressure, deal structures evolving, and managers expanding into new geographies and strategies such as asset-based finance, success will hinge on selectivity, discipline, and operational readiness. Firms that invest in scalable infrastructure, regional expertise, and robust risk management frameworks will be best positioned to navigate changing market conditions and convert opportunity into durable, risk-adjusted returns.

Real Estate:
2026 Outlook

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Real estate enters a recovery phase-with caveats

After several years of valuation resets, constrained transaction activity, and structural demand shifts across key sectors, real estate enters 2026 on a more stable footing. Lower interest rates, narrowing bid-ask spreads, and improving economic visibility are helping unlock deal activity and restore investor confidence. However, the recovery is uneven, highly segmented by geography and asset class, and shaped by persistent cost pressures and evolving demand dynamics. As conditions improve, investors and developers will need to navigate a market that offers renewed opportunity, but with greater complexity than in prior cycles.

From reset to re-engagement

For the first time in years, the real estate sector is back on the front foot.

Real estate has faced more than its share of headwinds since the pandemic, with climbing interest rates, shifts in office space usage post-lockdown, and declining demand for retail space combining to erode real estate asset valuations and put new investment on hold.

The tide is now finally turning. Interest rate cuts in the US, Europe, and UK, coupled with positive economic growth forecasts for Western and Asian markets, have seen commercial real estate valuations bottom out and transaction activity improve.

According to real estate investment firm LaSalle the three key conditions that real estate investors want to see before coming back to market in earnest – a realignment in pricing between real estate and other asset classes; an improvement in the supply-demand balance; and functioning debt capital markets – are now in place, and could signal the beginning of a new real estate investment cycle.

Regional themes

The anticipated recovery in real estate is a global theme, but the rebound will play out differently in different jurisdictions.

In the US the office segment posted its sixth consecutive quarter of positive net absorption (the difference newly leased space and the combination of vacated space and new space added to the market) in Q3 3025, as year-on-year vacancy rates declined for the first time since 2020, according to CBRE.

In the European market office vacancies have also come down, but unlike the US, this was mainly as a result of slower construction, rather than an increase in new leases, with net absorption rates still low, according to asset manager Aberdeen Investments.

European retail, by contrast, has been a top performer. Retail rents have increased at the fastest rate in 15 years and vacancies are coming down, according to Aberdeen. In the US, however, retail has been more complex. New leasing activity by the US’s three largest mall owners is up 20% on pre-pandemic levels, according to Cushman & Wakefield, but net absorption rates for 2025 did run into the red, as the impact of large retailer bankruptcies pushed up vacancies.

Industrials and logistics real estate in the US and Europe has proven resilient in the face of tariff and trade dislocation, with leasing recovering through the year following the “Liberation Day” tariff announcements.

Now that trade arrangements have settled, Cushman & Wakefield has increased its forecasts for US industrial real estate demand in 2026 and 2027 by 70 million square feet. In Europe caution still shadows the market, but occupier activity improved through the second half of 2026, with the defense and clean energy sectors driving demand for space. Cushman & Wakefield expects headline rents for logistics sites in most European markets to show steady gains in the next 24 months.

The real estate recovery in the Asia Pacific (APAC), meanwhile, has moved on a very different track to Western markets. Rising interest rates and trade uncertainty have impacted the APAC market, but the main focus for investors has been to plot a way through the ongoing fallout from a Chinese real estate liquidity crunch that has pushed a number of large Chinese developers into financial distress and slowed capital flows from China into other Asian real estate markets.

Moving into 2026, APAC sentiment is improving, although investors and developers remain cautious. The Chinese market remains challenging, but investors see value in developed urban centers including Tokyo, Singapore and Sydney, with India also presenting attractive growth dynamics, according to PwC and the Urban Land Institute. Rental housing and senior living are seen as the most attractive real estate segments in the region, but office, retail and logistics also present opportunities.

Data center drive

The one real estate segment that has barely skipped a beat through the challenges that the wider sector has encountered is data centers. JLL figures show that while forecast completions across all other real estate categories, in all main jurisdictions, will be down in 2026 versus the 2021-2025 period, data center completions will show increases of 20% in the US, 17.1% in Europe and 16.4% in APAC.

Rapid advancement in AI technology has driven huge demand for additional computing power, spurring huge upfront investment in data center capacity to meet forecast demand. McKinsey estimates that by 2030 investment in data centers will exceed US$1.7 trillion.

With close to a third of private real estate capital raised in 2025 dedicated to data center investment, data center development looks set to remain the fastest growing segment of the market in the year ahead, and a crucial driver of growth in real estate portfolios.

A more selective market

Moving into 2026, the real estate market will enjoy more stability but will remain a complex space for investors and dealmakers to navigate.

The underlying fundamentals for real estate investment are improving, but debt servicing costs remain elevated, as do construction and labor costs. Investors and developers are still highly sensitive to construction and fit out expenditure and will approach new build projects with caution. This will see the supply of new properties in key markets continue to decline in 2026.

Investors with existing exposure to high quality office, logistics and retail sites will benefit from high occupancy rates and rising rents. While recovering demand for space will open windows for deployment in new projects, new deals will have to be assessed with pragmatism and care.

Even the seemingly infallible data center segment will have to be approached with prudence, as stretched power generation capacity and grid bottlenecks pose long-term challenges for bringing new data center facilities online. There are also emerging concerns that an AI investment bubble could be forming, and any market correction in technology and AI stocks will impact data center capital expenditure. After a long winter, 2026 will herald a cycle of new opportunity in real estate but capturing it will require precision and discipline in selecting investment targets.

Conclusion

Real estate enters 2026 with momentum building, as improving macroeconomic conditions, lower interest rates, and clearer pricing signals support a gradual return of capital and transaction activity. Yet this is not a uniform rebound. Performance will remain differentiated across regions and sectors, with structural demand drivers – such as data centers and logistics – coexisting alongside ongoing challenges in office, construction economics, and energy infrastructure. Investors will approach the market with discipline, focus on asset quality, and account for operational and cost complexities will be best positioned to capitalize on the next phase of the real estate cycle.

Infrastructure:
2026 Outlook

Infrastructure enters a pivotal year

After a period of strong fundraising momentum and sustained investor demand, private infrastructure enters 2026 with its fundamentals intact but its investment landscape increasingly complex. Long-duration cash flows, inflation linkage and defensive characteristics continue to underpin the asset class, while structural demand drivers — from digital infrastructure to power generation and grid modernization — remain firmly in place. At the same time, shifting policy frameworks, asset-specific capacity constraints and questions around the durability of AI-led capital expenditure are reshaping how and where capital is deployed. The year ahead will test managers’ ability to balance opportunity with discipline.

Momentum, with conditions

As private infrastructure managers enter 2026, the investment case for the asset class looks stronger than ever. Private infrastructure funds have posted annualized returns of approximately 9% for the last two decades, according to Ares Wealth Management, outperforming equities and listed infrastructure. Good returns will boost investor appetite. Fundraising reached an all-time high in 2025, and momentum is carrying into 2026, with Infrastructure Investor anticipating a cluster of imminent fund closes in the coming months.

Data center drivers

As positive as the outlook for private infrastructure in 2026 may be, however, the next 12 months will also come with complexity and asset-specific headwinds.

The biggest question facing private infrastructure stakeholders will be whether the data center market – one of the single-most important drivers of infrastructure’s overall performance – can maintain momentum in the year ahead.

Across North America, Europe and the Asia Pacific, data center capacity has barely kept up with demand, with CBRE figures showing that vacancy rates are either flat or falling, even as data center inventories increase.

Huge sums of capital are set to keep pouring in the sector, with technology companies and hyperscalers planning to invest more than US$400 billion in new data centers to support rapid growth in AI. McKinsey expects to see more of the same for the rest of the decade, forecasting that capital expenditure on data center infrastructure will reach US$1.7 trillion by 2030.

There are, however, some concerns emerging that companies and consumers are not generating the returns from investment in AI that they expected. A Massachusetts Institute of Technology (MIT) study found that 95 percent of organizations were deriving zero return from investments in AI, while a McKinsey company survey found that the success rate of AI pilot projects was less than 15%.

If gains from AI investment are indeed taking longer than expected, the sustainability of current data center capital expenditure plans may have to be reappraised, which would have direct implications for the data center investment case.

Any kind of correction in AI valuations will not only impact data center infrastructure investment, but also associated infrastructure segments that have been buoyed by the data center boom.

The power sector is a case in point. Electricity consumptive data centers have driven up power demand and pricing. In the US alone data centers have combined capacity of 51GW, representing five percent of US peak demand, and S&P Global Energy anticipates that a further 44GW of additional capacity will have to come onstream by 2028 to meet the additional power demand from new data centers.

Any shift in AI sentiment would have a far-reaching ripple effect on the power sector at a time when power companies are also having to focus more on energy security and adapt strategic shifts away from global energy supply chains in favor of domestic sources.

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Renewables to remain relevant

Renewable energy is another infrastructure category that faces complexity and uncertainty in the year ahead.

In the summer of 2025, the US passed legislation bringing forward the cut-off for renewable energy project tax credits by five years to 2027, and more recently leases for US offshore wind projects on the Eastern seaboard have been put on ice, with authorities citing security risks for the decision.

The US administration is pivoting away from renewables in favor of encouraging hydrocarbon exploitation, upending green energy investment strategies. The US shift is also driving a wedge between the US and Europe on green energy policy, with Europe continuing to prioritize investment in energy transition and decarbonization.

Despite the US about-turn on renewable energy policy, the sector will continue to present investment upside for managers who can adapt to regulatory change. The International Energy Agency (IEA) calculates that investment in renewables is outpacing investment in hydrocarbons by a ratio of 10 to 1. Accelerating power demand, not just from data centers, but also from residential and industrial consumers, will also mean that policymakers can’t be too picky about where their power comes from.

There is likely to be a renewable energy shakeout as US tax credit provision winds down earlier than expected, but battery storage, wind, and solar will remain essential contributors to meeting rising electricity demand.

Investment required

Data centers and renewables may generate the headlines and talking points in private infrastructure in 2026, but the infrastructure story will extend well beyond these segments of the market.

The reality is that global infrastructure requires urgent modernization and investment. Roads, bridges and water systems are approaching the end of their operational lifecycles, and even before the spiking demand as a result of AI, electricity grids require efficiency upgrades and investment in additional capacity.

Private infrastructure managers have an essential role to play in financing this cycle of reinvestment, and helping to address and infrastructure financing gap that is expected to mushroom to US$15 trillion by 2040 unless investment ramps up significantly from current levels. Private infrastructure has grown and matured, and has gained the scale to help close this investment gap. Private credit assets under management (AUM) now sit at a record high of US$1.3 trillion, according to Boston Consulting Group, and additional buckets of liquidity to support investment are accumulating in the growing infrastructure debt and infrastructure secondaries markets.

The risks and costs of delaying infrastructure investment can’t be pushed back for much longer. The American Society of Civil Engineers believes that if underinvestment is not addressed, the US economy alone could miss out on US$10 trillion of GDP by 2039. Financially stretched governments will be hard pressed to cover the costs of infrastructure upgrades alone. Going into 2026, private infrastructure is well-equipped to lend a hand.

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Conclusion

Infrastructure remains one of the most compelling long-term investment themes as the global economy confronts rising power demand, aging assets and the need for large-scale modernization. In 2026, capital will continue to flow toward data centers, power generation and essential networks, but returns will be increasingly shaped by policy divergence, capacity constraints and the sustainability of AI-driven demand assumptions. With public funding insufficient to close the widening infrastructure investment gap, private capital has a critical role to play — but success will depend on careful asset selection, regulatory awareness and the ability to adapt strategies as conditions evolve.

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.

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.

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.

For asset managers, audit season is more than a routine compliance exercise—it is a critical period where operational precision, regulatory adherence, and investor transparency are all under the microscope. Even well-run funds can feel pressure during this time: schedules tighten, audit teams request detailed reconciliations, and reporting must be flawless across multiple fund structures and geographies.

For managers working with fund administrators who take a tech-first, low-touch approach, these challenges are magnified. While technology can streamline reporting and data aggregation, it cannot on its own replace proactive, hands-on guidance. Additionally, administrators with low or varying service quality may struggle to scale up or adapt to clients’ changing needs, further complicating the audit process.

The most common stress points exacerbated by a lack of high-touch support include:

• Delayed responses to audit inquiries: Solely tech-driven platforms often prioritize automated workflows over real-time human support. When auditors raise questions—whether about NAV adjustments, intercompany transactions, or fee calculations—delays in response can cascade into last-minute escalations.
• Limited visibility into complex structures: Private funds often have multi-class shares, co-invest vehicles, or feeder funds spanning multiple jurisdictions. Without a dedicated team that understands these nuances, managers risk receiving incomplete or confusing reports, increasing the potential for audit findings or rework.
• Incomplete reconciliations: Automated reporting can handle standard positions and cash flows, but unusual transactions—such as NAV loans, secondary trades, or FX adjustments—require expert judgment. Low-touch models can miss these, leaving managers responsible for manual corrections under tight deadlines.
• Reactive problem-solving: Tech-first providers often wait for issues to surface before addressing them. In contrast, high-touch administrators anticipate anomalies—spotting missing documents, reconciling prior period adjustments, and preparing schedules proactively to minimize disruption.
• Pressure on internal teams: When administrators are unavailable or lack deep operational knowledge, fund teams must shoulder the burden—preparing reconciliations, chasing auditors, and addressing exceptions—diverting time from strategy and investor engagement.

Managing risk

A high-touch fund administration model mitigates these risks. Dedicated teams with deep operational knowledge and experience across fund structures:

• Serve as a single point of contact for audit and regulatory queries, ensuring timely, accurate responses.
• Prepare detailed pre-audit schedules, including cash reconciliations, capital call and distribution statements, and third-party confirmations, as an integral part of our service delivery—without additional costs or requests. This high-touch service is embedded directly into our offering, ensuring that clients receive the support they need without added stress.
• Coordinate across custodians, prime brokers, and portfolio managers to reconcile positions and verify valuations.
• Anticipate unusual or complex items, such as subscription line loans, multi-jurisdictional tax considerations, or NAV adjustments for illiquid assets, reducing last-minute surprises.
• Provide transparent, customizable reporting tailored to the needs of auditors, investors, and internal management.

Ultimately, the difference between a stressful audit and a smoothly managed one comes down to the support model. Technology is essential, but human expertise, proactive guidance, and a relationship-driven approach ensure accuracy, efficiency, and peace of mind.

At Alter Domus, we combine leading-edge operational platforms with white-glove service. By integrating technology with hands-on support, we help asset managers navigate audit season confidently reducing risk, freeing internal resources, and delivering the reliability that investors and auditors demand.