How Have Pension Funds Changed Their Approach to Asset Allocation?

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Global pension assets have reached record highs, surpassing $68.3 trillion, but how has their asset allocation evolved? According to the Global Pension Assets Study published by the Thinking Ahead Institute (TAI) and sponsored by WTW, across the seven largest pension markets, over the past 20 years, the allocation to equities has declined by 9%, representing 48% of total assets, while allocations to bonds and other asset classes have increased by 3% and 6%, respectively, reaching 31% and 19% of total assets.

Looking specifically at last year, when pension assets exceeded $68.3 trillion, global markets delivered broad-based gains, with most major asset classes generating positive returns. “Equities performed particularly well, while fixed income also posted gains in light of global interest-rate cuts and narrowing credit spreads,” noted Jessica Gao, Director of the Thinking Ahead Institute.

Looking ahead to 2026, Gao highlights that fiscal support and AI-related investment should continue to be important drivers of growth. “Inflation trends and central bank actions will be key, particularly in the U.S., where strong capital spending and supportive fiscal policy may continue to drive growth and keep yields relatively elevated,” she added.

Change in Approach

The main conclusion of the report is that the current aggregate asset allocation more closely resembles that of 15 years ago. In addition, it argues that the Total Portfolio Approach (TPA) has reached a defining moment, as portfolios have moved beyond traditional asset-class silos. “What began as a cutting-edge concept among a small group of asset owners has entered the mainstream, supported by high-profile adopters. This shift reflects a growing recognition that managing today’s portfolios requires whole-portfolio decision-making rather than asset-class optimization, as well as organizational and portfolio resilience rather than simply managing volatility and tracking-error risks,” the report explains in its conclusions.

According to WTW, the TPA framework changes the fundamental question: “It is no longer about how an asset performs in isolation, but rather how each exposure contributes to the fund’s overall objectives, making this approach both a test of organizational maturity and an investment framework.”

In this regard, the report argues that a total portfolio perspective is better suited to the interconnected risks investors now face, including inflation, liquidity, concentration, systemic, and climate risks, all of which cut across asset classes. “TPA supports more coherent portfolio construction by clarifying the role of each exposure, the next unit of risk the fund is willing to assume, and the trade-offs among private market opportunities, liquidity, and long-term resilience. Its focus on integrated decision-making and enhanced data helps investors manage risk over time—not just short-term volatility—and promotes adaptability through scenario analysis and a broader view of risk than traditional models allow,” the report states in its conclusions.

It further argues that TPA is particularly important now because the investment environment is more uncertain, complex, and interdependent than the governance models for which many funds were originally designed. “Rapid technological change and rising political and systemic risks require frameworks that can operate with less certainty and less model stability. TPA addresses this by enabling faster and more coordinated decision-making, supported by better data, technology, and an organization-wide perspective,” the report concludes.

Harvey Schwartz of Carlyle: “Demand for Private Capital Will Be Extraordinary”

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Harvey Schwartz, de Carlyle
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Harvey Schwartz, CEO of The Carlyle Group, was unequivocal during Insite 2026, an event organized by BNY: the world is undergoing a structural reconfiguration of the global economy that will create unique investment opportunities, and the wealth segment will be one of its main drivers.

For Schwartz, the current moment leaves no room for half measures. “I believe this is the most important inflection point in capital formation that I have seen in my lifetime,” he stated. The argument is straightforward: the major trends that shaped finance for decades—disinflation, declining interest rates, manageable deficits, and global economic integration—have either reversed or been put on hold. The only force that continues unabated is technology.

The geopolitical backdrop is central to his analysis. Russia’s invasion of Ukraine, he argued, was “one of the most significant events of this century, perhaps of the last 50 years,” and, together with the conflict in the Middle East, it has completely reshaped government priorities. “Everywhere I go in the world—Japan, South Korea, Beijing, Central Europe—the narrative is always the same: national security, economic growth, and political stability,” he said.

But there has been a key redefinition of that concept. “Historically, national security was synonymous with defense. Now it is a much broader concept: it includes energy security and data security.” And that expansion, according to Schwartz, is precisely where private capital flows will be concentrated over the coming years.

Defense, Energy, and Other Sectors Where Carlyle Sees Opportunities

The Carlyle CEO was specific about the sectors expected to attract investment. Aerospace and defense, industrials, and healthcare top the list, all of them increasingly converging with technological advancement. “Look at all the defense investment announcements around the world: Canada, Europe, Japan. The demand is enormous,” he noted.

However, it was on energy that Schwartz made one of his strongest arguments, and where Carlyle holds a distinctive position. “We were the only major private equity firm that maintained a full energy business when energy was unpopular.” That decision, which at the time may have appeared contrary to consensus, now looks strategic: “The conversation around the world has shifted from ‘energy transition’ to ‘energy diversification,’ which is really code for: I need energy security.” Carlyle’s business in this sector ranges from traditional energy to renewables, covering the entire spectrum.

The underlying thesis is that governments cannot finance this transformation on their own. “Deficits are too large. So where will the capital come from? From banks, public markets, and private capital.” And within that trio, private markets—and the financial advisors who channel them—will play a leading role.

Wealth Management as a Driver of Private Capital

Schwartz was direct about the importance the wealth segment will have in this new cycle. “There are 43 million households in the United States that spend $15 trillion a year. That’s the size of China. All of that wealth needs to be managed by this audience,” he told the advisors in attendance.

The executive described how, upon joining Carlyle, he personally set out to listen to financial advisors before making decisions. “I went and spoke with them directly. I asked them what was important to them, about portfolio construction, what their clients needed. And I was surprised by how sophisticated they are. It bothers me when I read articles saying advisors are confused. They are not confused. They manage enormous pools of wealth, as sophisticated as my institutional client base.”

Regarding the product strategy for this segment, Schwartz emphasized diversification as the guiding principle. “You may not own the winning asset that rises 130% or 40%, but you will mitigate much of the downside risk. And as the industry evolves, you have to build the right vehicles for this audience.” The implicit warning was clear: the world is changing too quickly to bet everything on a single sector. “When I arrived at Carlyle, everyone told me the big gap was software. Three years later, nobody likes software.”

Despite the complexity of the environment, Schwartz concluded on an optimistic note. “I believe all of this can be very, very positive for markets. The marginal returns on that capital will be quite attractive over the next decade.” Geopolitical risk is difficult to quantify, he acknowledged, but it also creates inefficiencies that generate opportunities for those with the scale and sector expertise needed to navigate this environment.

Maximilian Kunkel (UBS GWM): “Family Offices Are Actively Diversifying Their Currency Risk”

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Photo courtesyMaximilian Kunkel, Chief Investment Officer, Global Family and Institutional Wealth at UBS GWM.

Sixty percent of family offices plan to modify their strategic asset allocation over the next 12 months. This is the highest percentage ever recorded in the UBS Global Family Office Report 2026 and, according to Maximilian Kunkel, Chief Investment Officer, Global Family and Institutional Wealth at UBS GWM, it reflects “both a defensive reaction to a more complex macroeconomic environment, increased geopolitical uncertainty, and concentration risk, as well as a proactive repositioning to capitalize on new megatrends, particularly artificial intelligence, as well as areas such as infrastructure and emerging markets.”

In addition, a paradigm shift is emerging in currencies: 65% of family offices expect confidence in the U.S. dollar as a reserve currency to weaken in the short term due to concerns about U.S. debt, and 47% acknowledge being overly exposed to the greenback. We spoke with Kunkel about these and other trends highlighted in the report.

Continuing with the currency theme, how is UBS advising clients to structure multi-currency frameworks without compromising the returns of the underlying assets, which are traditionally denominated in U.S. dollars?

With 65% expecting a weaker dollar and nearly half considering themselves overexposed to the currency, family offices are actively diversifying their currency risk. This involves designing multi-currency frameworks that balance diversification with return objectives. In practice, this may mean maintaining strategic allocations to currencies such as the euro and the Swiss franc, while employing hedging strategies to manage foreign exchange risk without undermining the performance of dollar-denominated assets. The goal is to enhance portfolio resilience and flexibility—not to abandon the dollar, but to ensure portfolios are prepared for a range of scenarios.

Interest in AI remains strong, but we are seeing a shift in focus from highly valued software companies toward the physical ecosystem supporting AI. For a fund selector, what is the most efficient way to capture this “second derivative” of AI? Is it time to rotate from purely technology-themed funds into global infrastructure funds?

Interest in artificial intelligence (AI) remains strong, but investors increasingly recognize that the opportunity extends beyond the technology itself and encompasses the entire value chain that supports it, including the energy and resources required for its growth. For investors, this means it is important to take an active management approach not only within the AI universe itself—software, hardware, and applications—but also across the sectors that enable its development, such as commodities, utilities, and industrials, ensuring portfolios are positioned to benefit from innovation throughout the ecosystem.

Historically, gold has represented a modest allocation within family office portfolios (around 2%). However, the 2026 report shows that the average planned allocation has risen to 3%. Are wealthy families increasingly using gold as a structural hedge against the erosion of purchasing power in traditional fiat currencies?

Beyond its role as a safe-haven asset against geopolitical risks, family offices are increasingly using gold as a structural hedge against the loss of purchasing power in fiat currencies. Concerns about rising sovereign debt levels, currency volatility, and geopolitical risks have contributed to this trend. Family offices typically view gold as a long-term store of value and a diversification tool within multi-asset portfolios.

The report highlights a striking geographic divergence: while family offices in Europe and Asia are actively seeking to reduce concentration risk in the United States by diversifying into Asia-Pacific and Western Europe, U.S. family offices have increased their domestic bias from 86% to 88%. How do you explain to a North American family office that concentrating on its domestic market may represent a dangerous concentration risk in the current geopolitical environment?

Global diversification can help mitigate risks arising from domestic disruptions, regulatory changes, or sector-specific slowdowns. It also provides access to opportunities unique to different regions. We believe the most resilient portfolios are those that successfully balance local expertise with global opportunities.

Finally, the report once again highlights a persistent challenge: governance. With the multi-trillion-dollar intergenerational wealth transfer already underway, what are the real risks for financial advisors of losing relationships with these structures if families fail to professionalize their governance today?

Despite significant progress in the institutionalization of investment processes, governance remains an area requiring greater attention. With only one-third of family offices having a defined succession plan and just 27% actively preparing the next generation, there is a risk of losing continuity, family cohesion, and long-term stability as wealth passes from one generation to the next. In the context of the Great Wealth Transfer, professionalizing governance through proactive succession planning and the involvement of younger generations is essential to preserving family wealth, ensuring smooth transitions, and maintaining the effectiveness of family office structures over time.

ECB Raises Interest Rates by 25 Basis Points Due to the Inflationary Impact of the War in the Middle East

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The Governing Council remains committed to setting monetary policy in a way that ensures inflation stabilizes at its 2% medium-term target. In line with this commitment, the Governing Council has decided to raise the ECB’s three key interest rates by 25 basis points. The war in the Middle East is generating inflationary pressures, and the decision to increase interest rates is appropriate across the various scenarios assessing the possible evolution of the shock and its impact on the euro area’s medium-term outlook.

The baseline scenario in the latest Eurosystem staff projections foresees headline inflation averaging 3.0% in 2026, 2.3% in 2027, and 2.0% in 2028. Inflation excluding energy and food is projected to average 2.5% in both 2026 and 2027, and 2.2% in 2028 under this scenario. Compared with the March projections, staff have revised upward the baseline inflation forecasts for 2026 and 2027 due to a higher projected path for energy prices, which is expected to pass through to food, goods, and services inflation to some extent.

The baseline scenario projects economic growth to average 0.8% in 2026, 1.2% in 2027, and 1.5% in 2028, implying downward revisions for 2026 and 2027 due to a more pronounced impact of the war on commodity markets, real incomes, and confidence.

The outlook remains uncertain, with upside risks to inflation and downside risks to economic growth. The full implications of the war for medium-term inflation and growth will depend on the intensity and duration of the energy price shock, as well as the magnitude of its indirect and second-round effects. This uncertainty is also reflected in the wide range of inflation and growth outcomes across the updated illustrative scenarios prepared by Eurosystem staff. These scenarios will be published alongside the staff projections on the ECB’s website.

With today’s decision, the Governing Council remains well positioned to navigate the uncertainty caused by the war. It will continue to closely monitor developments and follow a data-dependent, meeting-by-meeting approach in determining the appropriate monetary policy stance. In particular, the Governing Council’s interest rate decisions will be based on its assessment of the inflation outlook and the risks surrounding it, taking into account incoming economic and financial data, underlying inflation dynamics, and the strength of monetary policy transmission. The Governing Council is not pre-committing to any particular rate path.

ECB Key Interest Rates

The Governing Council has decided to raise the ECB’s three key interest rates by 25 basis points. Accordingly, the interest rates on the deposit facility, the main refinancing operations, and the marginal

Will It Be a Record-Breaking World Cup… Financially?

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The 2026 FIFA World Cup will not only be the largest edition in the history of soccer. It could also become one of the biggest sports monetization events ever recorded.

With 48 participating national teams, 104 matches, and a tournament jointly hosted by Mexico, the United States, and Canada, the competition represents an unprecedented expansion of the global soccer product. But behind the sporting spectacle lies a story equally relevant for investors, technology platforms, betting operators, and media companies: the creation of an ecosystem with larger audiences, more data, and more monetization opportunities.

FIFA estimates revenue of $8.911 billion during 2026, a record figure driven primarily by broadcasting rights, hospitality, ticket sales, and commercial agreements. Television rights alone are expected to generate approximately $3.925 billion, equivalent to 44% of projected revenue, while hospitality and ticket sales will account for another 34%.

The economic scale far exceeds the approximately $7.5 billion generated by Qatar 2022 and reflects how soccer has evolved into a global platform for entertainment and digital consumption.

More Matches, More Betting

The expansion of the tournament implies a substantial increase in business opportunities for the sports betting industry.

The 104 matches represent an increase of more than 60% compared with the 64 matches played under the traditional format. Each game generates hundreds of potential betting markets, ranging from final outcomes to specific statistics and live betting opportunities.

The trend coincides with the strong global growth of online betting and increasing technological sophistication driven by artificial intelligence, data analytics, and content personalization.

However, the biggest transformation may be taking place outside traditional sportsbooks.

From Betting to Prediction Markets

Platforms such as Polymarket and Kalshi are driving a new category: prediction markets.

Although conceptually similar to sports betting, they operate under a framework that more closely resembles financial markets. Users buy and sell contracts tied to the probability of specific outcomes, with prices fluctuating in real time based on available information and collective expectations.

The line between financial speculation and sports entertainment is beginning to blur.

During 2026, aggregate trading volumes across leading prediction markets have reached record levels, surpassing $24 billion per month during certain periods. At the same time, Kalshi and Polymarket have significantly expanded their market share within the sector, benefiting from growing acceptance among retail investors and participants from the crypto ecosystem.

The World Cup appears poised to become the industry’s next major catalyst.

Streaming and Digital Monetization

Another major financial battleground is content distribution. Audience fragmentation and the rise of mobile consumption have transformed the traditional sports broadcasting model. The 2026 World Cup is expected to be the most digital tournament in history.

The combination of traditional television, streaming platforms, social media, and personalized content will create multiple revenue streams beyond conventional advertising.

Monetization through subscriptions, targeted advertising, e-commerce, and digital experiences is likely to play an increasingly important role in the economics of sports.

An Industry Increasingly Resembling Wall Street

The evolution of the sports ecosystem points toward growing convergence among entertainment, technology, and finance.

Real-time information, artificial intelligence, tokenization, probability-trading platforms, and increasing participation from institutional investors suggest that the sports business is moving toward models that increasingly resemble financial markets.

In that context, the 2026 World Cup could be remembered not only as the largest tournament in sporting terms, but also as a turning point in how global attention is monetized.

More matches mean larger audiences; larger audiences generate more data; and more data creates new business opportunities. The World Cup is no longer just a soccer tournament. It is increasingly becoming a massive global financial asset.

Janus Henderson to Develop New AI-Based Analytics and Client Engagement Tools

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Photo courtesyAli Dibadj, CEO of Janus Henderson.

Janus Henderson has announced that it is developing a suite of AI-native tools to transform the way it invests and serves its clients. According to the firm, Percepta, a transformation company backed by General Catalyst, will be responsible for building the infrastructure, while Anthropic’s Claude will serve as the AI model layer.

The firm believes that cutting-edge AI delivers the greatest impact when it enhances human expertise, enabling an even more client-centric approach to both investing and client service. Building on Claude, Janus Henderson is putting this approach into practice in two ways that could shape the future use of artificial intelligence within the asset management industry.

Specifically, it is developing new AI-native tools for its investment and client service teams. On the one hand, the asset manager is working on Prism, a global client intelligence and engagement platform designed for Janus Henderson’s distribution teams. Powered by Claude, it helps sales teams prioritize the right outreach actions, leverage internal and third-party data to better understand what clients have and what they need, and prepare personalized communications. In this way, it provides a single, consistent tool for sales and marketing teams across all regions.

On the other hand, the firm is developing Libros, an AI-native research management tool for Janus Henderson’s investment teams. Also powered by Claude, it synthesizes the firm’s internal research alongside external research and public market data, helping analysts and portfolio managers identify relevant signals more quickly and devote more time to analysis and investment decision-making.

In addition, Janus Henderson is rolling out Claude across the organization. Its engineering teams will use Claude Code, while Cowork will be available to employees in investment, distribution, and corporate functions, further integrating AI into day-to-day work.

Meanwhile, Prism and Libros are being developed in collaboration with the technology teams at Janus Henderson and Percepta. Percepta helps large enterprises transform through AI by embedding specialized engineers, researchers, and product managers directly into organizations and leveraging the Percepta Mosaic platform to rapidly develop agent-based workflows and customized decision-support tools.

At Janus Henderson, Percepta’s teams work alongside the firm’s investment, distribution, and technology professionals to develop Prism and Libros on Claude, and to build the data and knowledge foundation that connects Claude to Janus Henderson’s proprietary research, client, and market data.

According to the asset manager, this integrated model addresses a challenge that has slowed AI adoption in asset management: generic tools rarely fit the way an active manager analyzes markets, manages portfolios, and serves clients. The value comes from connecting cutting-edge AI to proprietary data and rebuilding core workflows around it, which generally requires engineering embedded within the business rather than externally purchased software.

“We believe the AI transformation will fundamentally change the way asset managers serve their clients as it becomes integrated into the core of the business. This collaboration with Anthropic and Percepta, together with Janus Henderson’s partnership with Trian and General Catalyst, reinforces our leadership in AI and tokenization innovation and supports our ambition to be the most technologically sophisticated asset manager in the world. We believe it will improve the way we serve our clients—the 75 million people* around the world who trust us to help build a brighter future together,” said Ali Dibadj, CEO of Janus Henderson.

For his part, Peter Nolan, Head of Asset and Wealth Management at Anthropic, stated: “Asset management is a knowledge-intensive industry where reliable AI can help teams work faster and deliver better client service. Janus Henderson is putting Claude directly into the hands of the teams responsible for managing investments and client relationships—from purpose-built tools such as Prism and Libros to Claude Code and Cowork across the company.”

“Transforming industries with AI requires fundamentally rethinking how work gets done within organizations and designing engineering systems purpose-built for a new way of operating. Our work with Janus Henderson focuses on strengthening research and market intelligence while enhancing client engagement. We are proud to collaborate with Janus Henderson and Anthropic in transforming the asset management industry,” commented Hirsh Jain, CEO of Percepta.

Phil Orlando of Federated Hermes: “There Is Overvaluation, Not a Bubble; Technology Stocks Could Fall 20%”

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Phil Orlando, estratega jefe de mercados globales de Federated Hermes
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Phil Orlando, Chief Market Strategist at Federated Hermes, opened his presentation at INSITE 2026 with a historical perspective: from Eugene Black in 1933 to Jerome Powell, there have been eleven leadership transitions at the U.S. Federal Reserve, and the market tested every new chair without exception. “The market hits a rough patch, tests the new leader, and then recovers. By the end of the year, the new chair gains credibility,” he said.

The current transition, however, has several unique features that distinguish it from previous ones. The confirmation of the new chair was the closest in recent history, with a vote of 54 in favor and 45 against. In addition, Jerome Powell chose to remain a member of the Board of Governors after his term as chair expired on May 15, something that had happened only once before, with Marriner Eccles in 1948. This creates an unprecedented dynamic, with the outgoing and incoming chairs sitting at the same table. Finally, the meeting at the end of April recorded four dissenting votes, the highest number since 1982. The dissenters’ argument: the Fed should neutralize its bias in light of its dual mandate—inflation and employment—given that the labor market remains strong while inflation continues to exert upward pressure.

Against this backdrop, Orlando highlighted the critical calendar for the coming months: meetings on June 17, July 29, and September 16, with the new Federal Reserve chair’s inaugural speech at Jackson Hole, Wyoming, on August 28 serving as a pivotal moment. “That will be the moment when he presents his vision. We do not know what he will say or do, but the market will be paying very close attention,” he warned. His conclusion: there is a real possibility of turbulence during the summer.

Despite monetary policy uncertainties, Orlando remained constructive on the state of the economy. Combined retail sales growth in March and April reached 4.5% year over year, a result he described as solid. He acknowledged the argument of a bifurcated economy but downplayed it with a straightforward arithmetic exercise: the wealthiest 10% of the population accounts for approximately 50% of consumer spending, while private consumption represents 70% of GDP. Therefore, that top decile accounts for roughly one-third of GDP. “Stock prices are at all-time highs and home values have risen 50% from COVID lows. Sixty percent of Americans own stocks and property. They are doing well, and they are spending,” he explained.

Among lower-income households, recently approved tax reforms generated savings of approximately 18% year over year, enough to offset the impact of higher energy prices for roughly six months.

On the corporate side, Orlando highlighted the full expensing of corporate capital expenditures as the most stimulative element of the recently approved tax legislation. The result: productivity grew 3% over the last four quarters, well above the historical average of nearly 2% over the past five decades. Taking all these factors into account, he projected U.S. GDP growth of around 3% in 2027, significantly above the market consensus of approximately 2%.

On monetary policy, Orlando was direct. The two-year Treasury yield rose from 3.40%—the level at which pressure was mounting on the Fed to cut rates—to 4.10% currently, reflecting the energy supply shock and inflation. Looking at the data objectively, the more likely move would be a rate hike rather than a cut. However, he noted that the Fed typically does not react to temporary supply shocks. “The most likely outcome is that the Fed does nothing and waits for the energy situation and inflation to normalize,” he said.

Overvaluation, Not a Bubble: The Diagnosis and Strategy

Orlando firmly rejected comparisons with the technology bubble of the late 1990s. “These are real companies, with real products, real revenues, real earnings, and real valuations,” he said. Nevertheless, he acknowledged that valuations are ahead of fundamentals: his estimate for the S&P 500 is 20 times expected corporate earnings over the next 12 months, while the current multiple is around 22.5 times, implying that the market is trading roughly 12% to 13% above where it should be.

“Could there be a 10% correction during the summer and early fall? Absolutely. But we are nowhere near the 85% collapse we saw in the Nasdaq between 2000 and 2003,” he added.

In terms of asset allocation, Federated Hermes maintains a six-percentage-point overweight in equities relative to its benchmark—66% in stocks and 34% in bonds and cash—but Orlando was specific about where that exposure should be concentrated. Not in mega-cap technology stocks, which trade at 30 to 40 times earnings, but in sectors trading closer to 14 or 15 times earnings: domestic large caps, small caps, and emerging markets. These sectors also offer dividend yields of between 3% and 5%.

“If technology falls 20% or 30%, those sectors might decline only 5%, partially offset by dividends. The key is to stay invested but remain focused on valuation,” he summarized. In fixed income, he noted that the bond market has reacted more clearly than equities to the rebound in inflation: the yield on the 10-year Treasury rose from around 4.33% to nearly 4.70%.

The Election Cycle: The Dip That Is Always an Opportunity

To conclude, Orlando placed the current environment in historical perspective. Over the last 80 years of S&P 500 history, the two middle quarters of the U.S. midterm election year have historically been the weakest, partly because the party in power typically loses seats. This year also combines a Fed leadership transition with a midterm election cycle, a combination that has occurred only six times in the last 93 years and has always been accompanied by a market pullback of roughly 10% during the middle of the year.

But that weakness has also consistently represented a buying opportunity: from the market bottom in those years, equities went on to post sustained gains over the following two and a half years. “If I am right and there is a dip over the next quarter or two, that will be the time to buy with conviction. I believe we will be back at all-time highs before year-end,” he concluded.

Three Perspectives on What SpaceX’s IPO Would Mean

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Investors remain focused on SpaceX’s IPO, as it is an unprecedented transaction in terms of both scale and structure. According to experts from international asset managers, its implications for markets, indices, and portfolios extend far beyond the transaction itself.

“A number of large-cap private companies are heading toward the public markets, and their arrival could reshape the equity landscape. SpaceX, Elon Musk’s aerospace, satellite communications, and artificial intelligence (AI) company, is the first. Its target valuation for the IPO is around $1.8 trillion, which could allow it to raise as much as $75 billion in the process,” note Shannon L. Saccocia, Chief Investment Officer of Wealth Management at Neuberger Berman, and Joe Amato, President and Chief Investment Officer of Equities at Neuberger Berman.

This will be a historic transaction, not only because of the company’s size and brand strength, but also because of the enthusiasm it is likely to generate among both institutional and retail investors.

“However, enthusiasm is not an investment discipline. The issue is not simply determining whether SpaceX is a great company, but assessing what expectations are already reflected in its price,” says Aymeric Gastaldi, International Equity Portfolio Manager at Edmond de Rothschild Asset Management.

According to Gastaldi, there is also a structural factor investors should consider: index inclusion.

“If a company like SpaceX were quickly added to the major Nasdaq indices following its IPO, passive funds and ETFs would become forced buyers. This could absorb a significant portion of the available free float and create additional upward pressure on the stock regardless of its valuation,” he explains.

Is There Enough Investor Demand?

Regarding the SpaceX IPO, Adam Berger, Multi-Asset Strategist, and Matthew Strzepka, Head of Equity Capital Markets at Wellington Management, believe the first lesson will be whether sufficient investor demand exists. In their view, the answer is yes.

SpaceX enjoys enormous brand recognition and is likely to attract interest from a broad range of investors. We also expect retail investor participation to be significant, given the extensive media attention surrounding the offering and reports suggesting that the company may allocate a substantial portion of the shares to this group,” they note.

The Wellington Management experts also point out that inclusion in major indices would mean that many passive investment funds could be compelled to purchase shares within a short period, while active managers would need to consider SpaceX within their benchmark investment universe.

They also note that hedge funds and crossover funds, which can invest in both public and private companies, could further boost demand.

“Pricing and valuation will ultimately play a decisive role, although we expect the IPO to be priced at a level that is attractive to both retail and institutional investors,” they add.

For Clémence Rusek, Chief Investment Strategist at Vontobel, concerns about the market’s ability to absorb such offerings appear justified at first glance.

“The concentration of IPOs and capital increases from large-cap companies over a relatively short period raises fears that the supply of shares could significantly exceed demand,” she says.

However, she acknowledges that the underlying data suggest otherwise.

“The proposed IPO structures are likely to involve only 5% to 6% of total shares being offered initially, meaning the effective supply entering the market at the time of listing could be considerably smaller than overall valuations imply. Therefore, despite the record figures, the total share offering is expected to represent only around 1% of total stock market capitalization, a level that remains below long-term averages when measured relative to the overall size of equity markets,” she explains.

Nevertheless, Berger and Strzepka warn that this does not rule out periods of volatility in the stock, although they expect broader market volatility to remain contained.

“Historically, some large IPOs have created short-term market disruptions, but these movements generally do not have a significant or lasting impact on the market as a whole. While the new wave of large IPOs could exceed previous examples in size, it is worth remembering that total market capitalization is also much larger today than it was in the past: bigger fish, but also a bigger pond.”

SpaceX, One of Many

This leads to a second question raised by international asset managers: are we entering a new wave of IPOs?

According to Rusek, the answer is yes. He argues that a new wave of mega-listings is set to dominate equity markets in 2026, driven largely by artificial intelligence.

“Companies such as OpenAI, SpaceX, and Anthropic are preparing to go public at valuations measured in trillions of dollars, potentially creating one of the largest issuance cycles in market history,” Rusek notes.

History suggests that successful IPOs can create a “halo effect.” A successful offering paves the way for the next one, creating a virtuous cycle. Various reports indicate that several large companies are waiting for the right moment to go public. If the SpaceX IPO proves successful and its performance as a listed company is positive, it would be reasonable to expect other major offerings to follow.

“The rally in equity markets during 2025 and the first half of 2026 has boosted IPO activity, with implications for both private equity and public market investors. Two years ago, prices in public markets were below the levels at which private company owners were willing to sell. Following the strong gains since then—particularly in technology stocks—market prices and seller expectations are now more closely aligned,” explain Berger and Strzepka.

A Radical Shift for Passive Investing

For the experts at Neuberger Berman, it is crucial to analyze the implications of SpaceX and other mega-IPOs for passive indices, considering that approximately $30 trillion in assets globally track such benchmarks.

Index providers are now making active decisions about when to include mega-cap companies, what weightings to assign them, and how to adjust their rules to accommodate the anticipated surge in demand.

“Importantly, at the time of inclusion it is difficult to calculate an exact weighting in the S&P 500. Under current plans, SpaceX would join the index in June of next year, at which point more shares would be outstanding and the index itself would have changed. But based on a current valuation of $1.75 trillion, and assuming 53% of the float is available by June 2027, we estimate SpaceX’s float-adjusted market value at roughly $930 billion. That would translate into approximately a 1.4% weighting relative to the index’s current market capitalization of $65 trillion.

However, the mechanical buying pressure is considerable: our base-case scenario suggests that index funds could absorb 24% of the outstanding shares by day 15. This means passive investors will own SpaceX stock without having made an active decision to buy it,” explain Saccocia and Amato.

Their conclusion is that index inclusion will also require proportional sales of existing holdings to rebalance portfolios, primarily among large-cap constituents of the index and especially technology stocks such as Apple, Microsoft, and Nvidia.

“Another factor to consider is that lock-up expirations begin periodically after the company reports its first earnings and well before its inclusion in the S&P 500. This is likely to add significant supply pressure,” they conclude.

Wellington Management Acquires Hartford Funds from The Hartford

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Wellington Management and The Hartford have announced the signing of a definitive agreement under which Wellington will acquire Hartford Funds, a provider of investment solutions for the wealth management market. Upon completion of the transaction, Hartford Funds will be integrated into Wellington’s U.S. wealth management business and will subsequently operate under the Wellington brand.

The transaction will enable Wellington to provide financial advisors and investors with broader access to investment capabilities, a stronger distribution platform, and more integrated support within the U.S. wealth management market. This will be achieved by combining Wellington’s global institutional investment expertise with Hartford Funds’ established relationships with financial advisors.

The acquisition transforms the companies’ long-standing strategic partnership into a single full-service organization capable of delivering better outcomes for financial advisors and investors over the coming decades. The combined organization will be a stronger independent investment manager, better positioned to compete in an industry that continues to evolve.

Jean Hynes, CEO and Managing Partner of Wellington Management, stated: “For more than 40 years, Wellington and Hartford Funds have worked together to support advisors and investors, and I am excited about what this combination means for the future of both organizations. Wellington’s nearly century-long investment track record is supported by a deep commitment to advisors, investors, and employees, and I know the Hartford Funds team shares that same commitment.

Together, we are building on the strengths that have defined our relationship to deepen our commitment to the U.S. wealth management market through expanded access to investment capabilities, broader distribution reach, and additional resources for advisors and investors. I look forward to continuing to build on the strengths that have defined our collaboration in the years ahead.”

From his part, Christopher Swift, Chairman and CEO of The Hartford, commented: “We are proud of the strong, advisor-focused asset management business we have built, supported for many years by Wellington’s outstanding investment capabilities. This transaction allows us to deliver immediate and sustained value to The Hartford’s shareholders while positioning the exceptional Hartford Funds team for continued success. This combination represents the ideal long-term home for Hartford Funds.”

A Four-Decade Strategic Partnership

Wellington and Hartford Funds have maintained a close relationship for more than four decades, built on a shared objective of delivering strong outcomes for financial advisors and investors.

The relationship began in 1978 and evolved formally in 1984 with the launch of a long-term mutual fund sub-advisory partnership. Since then, the collaboration has expanded to include new capabilities, such as ETFs and additional investment strategies, reflecting a shared commitment to innovation and growth.

Today, Wellington serves as sub-advisor for 83% of Hartford Funds’ approximately $160 billion in assets, supported by a sales and client service team of more than 160 professionals dedicated to representing Wellington’s investment platform.

Strategic and Operational Benefits of the Transaction

  1. A single, fully integrated platform: The transaction will combine Wellington’s institutional expertise and nearly century-long investment track record with Hartford Funds’ extensive advisor distribution platform and deep relationships with financial intermediaries. The result will be a stronger and more strategically aligned U.S. wealth management platform encompassing investment management, distribution, and client service.
  2. Expanded capabilities and solutions for advisors and investors: As an integrated platform, Wellington will provide advisors with broader access to investment strategies and solutions across mutual funds, ETFs, separately managed accounts (SMAs), model portfolios, and alternative investments. This offering will be supported by enhanced market insights, expanded capabilities, and improved service resources to help advisors address the evolving needs of their clients.
  3. Positioned for long-term growth: By operating as a single full-service firm, Wellington will drive long-term growth in the wealth management market through expanded access to investment capabilities, a larger advisor distribution platform, and broader commercial reach.

The combined organization will have approximately 200 client-facing professionals, offering broader solutions, more coordinated support, and a simpler, more consistent experience for advisors and investors.

Christina Kopec Rooney, Head of U.S. Wealth at Wellington Management, commented: “This combination strengthens our competitive advantage and the value we deliver to advisors and clients by bringing together Wellington’s investment capabilities and global expertise across both the institutional and wealth management segments with Hartford Funds’ U.S. distribution scale and highly regarded team.

I am excited about our combined strengths and the potential to innovate and deliver best-in-class investment solutions, deeper insights, and expanded access to Wellington’s capabilities, including alternative investments. It is a highly compelling combination built on decades of close collaboration.”

Greg Frost, President of Hartford Funds, added: “The partnership between Hartford Funds and Wellington is built on shared values, organizational alignment, and a focus on delivering excellence in investment management for advisors and investors. We are delighted to become part of a single integrated Wellington platform and believe this combination represents not only continuity for our clients and teams, but also a reaffirmation of our shared investment philosophy. We look forward to working together to build on our history and create new opportunities for growth and innovation.”

Transaction Terms

The estimated net present value of the transaction is $1.9 billion. Under the terms of the agreement, The Hartford will receive $300 million in cash at closing, in addition to further payments linked to the after-tax available cash generated by the combination of the Hartford Funds business and Wellington’s activities related to Hartford Funds—including the sale of certain Wellington-sponsored products in the U.S. wealth management market—during the seven years following the completion of the transaction.

The transaction is expected to close in the first quarter of 2027, subject to the necessary regulatory and fund approvals.

Transaction Advisors

J.P. Morgan Securities is acting as financial advisor to Wellington, while Paul, Weiss, Rifkind, Wharton & Garrison is serving as legal advisor.

On behalf of The Hartford, Goldman Sachs is acting as financial advisor and Weil, Gotshal & Manges as legal advisor.

Investment Committees Gain Prominence and Displace Founders in Family Office Decision-Making

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The evolution of family offices toward increasingly professionalized management models is transforming the way these structures make decisions regarding investments, governance, and wealth planning. This is the conclusion of a new global study conducted by Ocorian, an international provider of services to asset managers and asset owners, including private clients, fund administration, capital markets, and corporate and regulatory solutions.

The research, based on responses from members of entrepreneurial families and senior family office executives responsible for a combined $119.37 billion in assets, reveals a significant shift in internal leadership models.

Today, nearly half (47%) report that an investment committee has the final say on major investment decisions or wealth structures, compared with just 6% who still leave this responsibility to the family founder. In addition, 39% say decision-making authority rests with members of the next generation, while 6% delegate this role to external advisors and 3% to family councils or boards of directors.

The report also reveals a unanimous consensus: all surveyed family offices believe their organizations have become more professional over the past year and have implemented significant changes to achieve that goal.

Among the most common initiatives is the development of a more diversified and professionally managed investment portfolio (54%), as well as greater use of specialized external advisors (51%).

Meanwhile, 46% report having strengthened their compliance, tax, and legal infrastructure, while the same percentage have advanced the development of more robust succession plans.

Other measures aimed at strengthening these organizations include the creation of more cohesive philanthropic programs (42%) and the enhancement of management teams responsible for overseeing the family office (41%).

In terms of governance, the study shows a clear consolidation of formal mechanisms. Sixty-five percent of family offices now have an investment committee that includes independent members, while 60% have established an advisory board for the next generation.

More than half (56%) have created a formal risk committee, and 54% have independent external trustees or a board of directors. In addition, 35% have established a family council, and 18% have adopted a formal family constitution or charter.

Despite these advances, the sector continues to face significant challenges, particularly in relation to the increasingly complex international regulatory environment.

Only 8% of respondents believe they are very well advised and fully prepared to meet current regulatory requirements. Most (74%) consider themselves to be in a reasonably strong position, while 18% rate their preparedness as average.

According to Dion Yee, Chief Commercial Officer at Ocorian, “Family office operations and management are undergoing an increasingly rapid process of professionalization, and many organizations have already introduced substantial changes to their governance structures and the way they make investment decisions.”

“Many are looking ahead and preparing for succession, and investment committees are progressively replacing founders in decision-making rather than automatically transferring that responsibility to the next generation. However, there is still work to be done, particularly given global regulatory requirements that continue to evolve and become more complex,” he adds.

Ocorian’s specialized family office division offers a comprehensive approach to helping families navigate the challenges and opportunities associated with wealth management. Its model is based on long-term personal relationships and a deep understanding of clients’ priorities.

Its core services include family office formation and administration, human resources support, luxury asset and lifestyle management, family governance advisory, residency and relocation services, as well as specialized support in immigration, visas, payroll, maritime and aviation crew management, and financial reporting.