The Great Latin American Wealth Exodus: More Than $1 Trillion Seeks Refuge Outside the Region

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The migration of Latin American capital to the United States has ceased to be a temporary phenomenon and has become a structural trend in the global wealth management business. Today, the financial industry estimates that around $1 trillion belonging to Latin American investors is held outside their countries of origin, mainly channeled into U.S. financial platforms, international investment funds, and offshore structures managed from centers such as Miami, New York, and Texas.

According to the latest global wealth report from Boston Consulting Group, worldwide financial wealth held outside countries of origin reached $14.4 trillion in 2024, growing 8.7% annually, driven precisely by demand for geographic diversification and the search for financial “safe havens.”

Various sources such as Cerulli Associates, Latin Asset Management, and Boston Consulting Group provide estimates of the amounts of wealth that has flowed abroad from some of the region’s most representative countries: Brazil between $250 billion and $350 billion; Mexico between $180 billion and $250 billion; Argentina more than $300 billion; Colombia between $80 billion and $120 billion; Chile around $100 billion; and although figures for Venezuela are not publicly available, they are estimated at no less than $30 billion.

What Are They Seeking?

Behind this movement lies not only a search for global diversification or wealth sophistication. Increasingly, perceptions of political instability, regulatory uncertainty, currency volatility, and tax pressure across several regional markets also play a major role. As a result, a significant portion of Latin American private savings that could finance local funds, productive projects, or strategic investments within their own economies is instead finding refuge in jurisdictions considered more predictable and stable.

The phenomenon also reflects a profound shift in the mindset of high-net-worth families and Latin American institutional investors, who prioritize access to global markets, wealth protection, and international flexibility over domestic concentration of their assets. According to global reports from Boston Consulting Group, Latin America remains one of the regions with the highest proportion of private wealth placed offshore relative to total wealth. Historical studies by the firm estimate that nearly a quarter of Latin American financial wealth is held outside the region, a considerably higher percentage than in developed markets such as the United States, Western Europe, or Japan.

Miami has consolidated itself in recent years as the main hub for receiving Latin American capital outside the region. International banks, RIAs, multifamily offices, private equity firms, and wealth management platforms serving investors primarily from Brazil, Mexico, Argentina, Colombia, Chile, and Venezuela operate from there.

The “Flight,” a Phenomenon

The acceleration of this phenomenon intensified after the pandemic, alongside rising political tensions, tax changes, polarized electoral processes, and currency depreciations across several Latin American countries. This was compounded by the growth of the international private banking industry and the expansion of U.S. platforms specializing in high-net-worth Latin American clients.

The sophistication of the phenomenon has also changed. Two decades ago, much of the outflow of Latin American capital was primarily driven by wealth protection and defensive dollarization. Today, the movement also incorporates global asset allocation strategies, alternative investments, private credit, venture capital, international real estate, and global succession planning.

For Latin America, the problem goes beyond the financial sphere and is beginning to become a structural challenge for economic growth. Various analysts point out that a significant portion of these resources could be financing infrastructure projects, corporate debt, entrepreneurial capital, industrial expansion, or local capital markets. In countries with low levels of stock market depth such as Mexico, Colombia, or Peru, the partial return of this capital could transform the size of their financial markets, increase liquidity, and expand corporate financing sources.

Argentina is probably the most extreme example. Various private estimates suggest that Argentine assets held outside the local financial system far exceed the country’s international reserves and represent a significant share of GDP. The persistence of currency controls, high inflation, and recurring crises has consolidated over decades a structural culture of dollarization and offshore wealth management. Meanwhile, in Brazil and Mexico, although the phenomenon has a defensive component, it also reflects the growing internationalization of business families and family offices. Many of these structures already operate with a global logic, with simultaneous investments across Latin America, the United States, Europe, and Asia.

However, industry specialists warn that the sustained outflow of private wealth limits the region’s ability to build deeper and more sophisticated financial ecosystems. It also restricts the development of local alternative markets such as private equity, venture capital, infrastructure, or technological innovation financing.

The regional paradox is evident: while Latin America faces historic investment needs in infrastructure, energy transition, digitalization, housing, and productivity, a significant portion of its private savings finances international assets outside its economies. At the same time, the wealth migration trend appears far from reversing in the short term. The legal stability of the United States, the depth of its financial markets, access to sophisticated products, and the perception of greater institutional predictability continue to position the U.S. as the primary destination for Latin American offshore wealth.

Blackstone Prepares a New Division Dedicated to AI and Technology Investment

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Blackstone is focusing on artificial intelligence (AI) and technology. According to reports stemming from an internal memorandum, the world’s largest alternative asset manager is working to create a new division called Blackstone N1, which will focus exclusively on investing in these two themes.

The new unit would be led by Jas Khaira, who will continue in his role as Head of the firm’s Tactical Opportunities business for the Americas, and will be based in San Francisco. The structure integrates AI and technology investments for BXPE, the firm’s private equity fund aimed at high-net-worth investors, together with its growth and Tac Opps strategies.

In a memorandum to employees obtained by Bloomberg, CEO Steve Schwarzman and President Jon Gray wrote: “AI is transforming every business across the firm, and we need a dedicated and specialized team, located at the center of this critical area, to further strengthen our existing presence on the West Coast, where the most innovative AI and technology companies are being developed.” In this regard, the reorganization reflects the extent to which AI has come to dominate Blackstone’s earnings narrative.

What Would Miranda Priestly’s Investment Portfolio Contain?

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Cerulean blue was never just a color, but something more than fashion. It was about how decisions made at the top of the market ultimately influence everyone else’s purchases. To mark the release of The Devil Wears Prada, eToro applied this same idea to investing.

eToro, the trading and investment platform, created a hypothetical “Miranda portfolio” of traditional luxury stocks. The portfolio would have generated a 629% return since the release of the original film in 2006, outperforming the S&P 500 (442%) and the S&P Global Luxury Index (297%). These figures highlight how Miranda Priestly-style selectivity has historically driven superior performance in the luxury sector.

Performance of Miranda’s heritage luxury brand portfolio. Returns are expressed in USD, are not annualized, and are not a reliable indicator of future performance. Past performance does not guarantee future results. Time periods: 1 year (April 22, 2025 – April 22, 2026), 3 years (April 22, 2023 – April 22, 2026), 5 years (April 22, 2021 – April 22, 2026), 10 years (April 22, 2016 – April 22, 2026), and 20 years (April 22, 2006 – April 22, 2026)

The portfolio includes Hermès, Richemont, L’Oréal, Kering, Burberry, Christian Dior, and Ralph Lauren. Hermès was the best-performing brand over 20 years, delivering a return of 2,206%. Christian Dior generated a 467% return, Ralph Lauren 525%, Richemont 619%, and L’Oréal 344%. At the other end, Burberry delivered a 92% return and Kering 149%, reinforcing the idea that selectivity remains essential.

“If Miranda had built a portfolio in 2006, she would not have chased novelty or short-term momentum. She would have prioritized heritage, scarcity, and brand power that does not depend on the moment. That instinct aligns with what has historically driven long-term outperformance in luxury stocks,” commented Lale Akoner, Global Market Strategist at eToro.

“The strongest companies in the sector operate more like compound-growth businesses than cyclical companies. They tend to share a very specific set of characteristics: protected pricing, limited supply, and the confidence not to follow market fads. Hermès has rarely applied discounts. Ralph Lauren spent years being considered outdated by the fashion industry. L’Oréal kept selling the same products through every cycle. These may not be exciting investment stories in the short term, but they have demonstrated remarkable resilience over the long term,” explained Lale Akoner.

The short-term outlook is more uncertain, highlighting the sector’s sensitivity to macroeconomic conditions. Over the last 10 years, the basket of stocks generated a return of 194%, compared with 238% for the S&P 500. Over five years, the basket rose 33%, while over three years it delivered a return of just 11%, and 28% over one year.

Lale Akoner added: “Luxury is often viewed as a homogeneous sector, but the reality is far more selective. The dispersion in performance, that is, the difference between the best- and worst-performing brands, is significant and reflects differences in brand positioning, execution, and exposure to aspirational versus ultra-high-end demand. However, in the short term, the sector behaves much more like a cyclical sector. Demand is sensitive to global liquidity, consumer confidence, and tourism flows, especially in key markets such as the United States and China. This explains the recent volatility, despite the strength of the underlying brands.”

Over the long term, the most established brands have demonstrated their ability to protect pricing, preserve exclusivity, and defend margins throughout economic cycles. For consumers, these brands are associated with handbags, lipstick, trench coats, and polo shirts. For investors, they have delivered sustained compounded returns, provided stock selection has been disciplined. With the return of The Devil Wears Prada, the investment lesson is simple: glamour may capture attention, but durability is what generates returns.

BlackRock Aladdin Expands Private Credit Solutions on Preqin

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BlackRock Aladdin has announced new private credit capabilities in Preqin, marking the first step in a broader effort to bring greater transparency, analytical depth, and a single connected view of data to the private credit space.

According to the firm, through expanded private credit data, benchmarks, and analytics, Preqin Pro enables investors to jointly analyze market trends, fund dynamics, and underlying assets across closed-end funds, Business Development Companies (BDCs), and semi-liquid vehicles, all within a unified research and analytics experience.

As private credit markets grow and diversify, the asset manager observes that clients are demanding clearer and more connected information on liquidity, risk, and returns. For this reason, the latest enhancements to Preqin begin to address a market gap by offering consistent and standardized private credit intelligence that reinforces BlackRock’s commitment to evolving its global platform to meet clients’ needs across their portfolios.

“Private credit is becoming an essential part of portfolios, but data remains fragmented, making it difficult for investors to understand risk and compare performance. This expansion combines Aladdin technology with data and analytics from Preqin and eFront to create a more unified, transparent, and robust view of private credit. It is another step toward our mission of building a more connected ecosystem that helps clients better understand risk, returns, and opportunities across their entire portfolio,” said Kunal Khara, Global Head of Aladdin Product at BlackRock.

The Enhancements

BlackRock explained that the new private credit suite, now available, includes the creation of a comprehensive view of the private credit market, from fund to asset, across different fund types, strategies, asset classes, and issuers, covering closed-end funds, BDCs, and other semi-liquid structures.

In addition, it introduces new asset-level benchmarks that provide standardized ways to converge the full spectrum of BDC and closed-end fund universes, now enabling users to assess risk and return trends in money multiples, valuation trends, leverage ratios, defaults and recoveries, capital cushion multiples, and borrower financial metrics.

The platform also includes enhanced analytics for BDCs, leveraging Aladdin technology to go beyond fund-level reporting and static disclosures by providing insights into underlying exposures, risk, and returns.

Finally, it incorporates integrated AI-powered analytics and research, enabling users to analyze market, fund, and asset data within a single environment combined with customized visualizations.

This launch is the first in a series of product enhancements aimed at fulfilling Aladdin’s mission of helping clients capitalize on the growing private credit opportunity, with the goal of bringing a higher level of transparency through data, analytics, and reporting across the portfolio.

“The enhanced private credit capabilities support a broad range of market participants. For LPs, analytics-driven insights integrated into the platform provide clearer visibility into performance, risk, liquidity, and exposure, while service providers gain a consistent and comprehensive market view to support valuation, advisory, regulatory, and transaction processes. For GPs, the platform connects standardized, cleansed, and comparable loan-level data across BDCs and closed-end private credit to support investment decisions and risk management,” the firm highlighted.

Volatility Complicates the Rebirth of Liquidity in Private Equity

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After years of tribulations, last year brought glimmers of hope for the private equity industry, with a boom in deals, capital raised, and, a fundamental piece for LPs’ liquidity needs,  company exits. However, the current landscape of volatility in global markets casts doubt on the immediate future of deals, especially considering the weakness in IPO activity and the concentration in megadeals seen in the recent past.

The global private capital market began this year with considerable optimism, according to consulting firm KPMG. “A deep pool of available capital, an improved divestment environment, and a sense that macroeconomic conditions were stabilizing gave investors cautious confidence. This continued into the beginning of 1Q 2026; however, the sudden conflict in the Middle East understandably brought an initial contraction in the market,” said Gavin Geminder, Global Head of Private Equity at the firm, in a recent report.

Given the timing of the military conflict involving the U.S., Israel, and Iran, the impact was relatively contained in the first quarter. Between January and March, 4,168 private equity-related deals were announced, totaling $436 billion. Measured on a trailing 12-month basis, this marked a slight decline, from $2.2 trillion to $2.1 trillion. The number of deals fell even more sharply: from 21,026 last year to 19,682 this year.

Exits, in particular, are facing a complicated landscape, according to Geminder. Despite a solid aggregate value of $294 billion, the first quarter closed with only 635 divestment deals, including weak public listing activity of just 31 transactions. “Exit volume declined across all types of divestments, highlighting the ongoing struggle to realize assets and return capital to investors,” the executive stated.

This weakness did not affect only the public markets as a divestment engine for private capital. Figures from S&P Global Market Intelligence reflected 614 M&A transactions in the first quarter of 2026, marking a 22% decline from the 785 transactions in the previous year. That said, aggregate value increased: it rose 12.6% in the first quarter, from $137.31 billion to $154.64 billion.

First-Quarter Signals

Amid corporate earnings season, some major names in private equity are pointing to a landscape of concern, but also conviction in each investment house’s ability to execute investments. Despite the uncertainties affecting trading desks globally, managers have roadmaps to provide liquidity to their LPs.

“Suddenly, the public markets for private assets are back at the center of attention. While there could be, given the uncertainty of the war, some slowdown in monetization via IPOs, that does not mean the world’s sophisticated sponsors — along with some well-capitalized corporates — are not thinking about whether they can take advantage of certain dislocations. There are many ways to think about that,” said Denis Coleman, CFO of Goldman Sachs, during a call with investors.

Although PE sponsor activity has been slow, he noted that the U.S. financial giant expects it to accelerate. “It has been slower than we expected, but the business is sufficiently large, broad, and diversified so that even with slower sponsor activity, it does not have a major impact on the business overall,” he added, emphasizing that they are focused on generating strong exit dynamics within their portfolio.

In its own quarterly earnings call, EQT AB celebrated the largest PE sponsor-led block trade in history, achieved through the sale of Galderma, part of its eighth private equity fund. CEO and Managing Partner Per Franzén emphasized that this success came during a period of high uncertainty and volatility driven by tariffs and White House decisions.

Looking ahead, the firm expects to maintain the pace. “During this period of volatility, we remain focused on executing our exit agenda,” the executive assured investors, adding that they are targeting around 30 divestment transactions this year, in line with 2025. “Of course, everything is subject to market conditions, but what gives me confidence is that this exit pipeline is well diversified across strategies, asset classes, infrastructure, private equity, early-stage investments, and sectors.”

Blackstone also addressed the issue in its quarterly conference call. Michael Chae, Vice Chairman and CFO of the manager, highlighted that they managed to complete four IPOs within their portfolio last year, but that the outlook ahead is marked by turbulence. “Recent and significant market volatility and widespread uncertainty have had the effect of extending exit pipelines and slowing realization activity in the short term,” he commented, adding that “if there is a lasting resolution to the conflict in the Middle East, we expect robust activity in the second half of the year.”

In the coming days, Apollo, Carlyle, and New Mountain Capital will hold their own conversations with analysts and investors, offering their respective perspectives.

Better Numbers, for Fewer Players

Even before the uncertain global context complicated the outlook, last year’s private equity recovery already had nuances, especially considering the concentration in megadeals.

“Exit activity rebounded strongly in 2025, with global deal value reaching $905 billion. But 78% was concentrated in mega exits, leaving the mid-market inventory effectively stalled,” Allianz warned in a report during the first quarter. “Until liquidity broadens beyond the top tier, normalization of distributions remains structurally incomplete,” the firm stated.

In that sense, Allianz sees the industry at a “turning point,” where last year’s recovery appears more selective than broad-based.

Regarding divestment strategies, the firm sees IPOs as the missing piece, with relatively robust corporate activity — reaching a record last year with deals totaling $299 billion — and sponsor-to-sponsor activity recovering. In that regard, IPO activity appears fragile in the U.S. and deteriorating in Europe. “This suggests that IPO markets may resume in the future, although likely with structurally lower volume than in past cycles,” they added.

From PwC, global PE leader Eric Janson emphasized that, while there are signs of recovery, this type of exit remains relatively small compared with other routes. For that reason, the consultant stated in a recent report, “secondary transactions, including sponsor-to-sponsor deals and continuation vehicle transactions, are expected to remain the dominant exit route for private equity firms in 2026.”

In that regard, the expectation is that these challenges will have an impact on the industry. Ultimately, as noted in a McKinsey report, “the ability to generate exits through secondaries or other routes remains critical for returning capital to LPs while also supporting managers’ ability to raise new funds.”

While the industry’s largest GPs continue raising large flagship funds, the “long tail” of managers behind them are unable to keep pace. “Some are facing capital constraints as divestments have slowed and LPs demand returns,” the consultancy indicated.

M&G Appoints Paul Haegy as Head of Infrastructure Debt and Private Placements

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Photo courtesyPaul Haegy, head of infrastructure debt and private placements at M&G Investments

M&G Investments (M&G) has appointed Paul Haegy as the new head of Infrastructure Debt and Private Placements within its private markets division, which manages £81 billion. Paul will lead the development of M&G’s infrastructure debt origination and structuring opportunities as part of the firm’s goal of becoming Europe’s leading private markets asset manager, leveraging the long-term capital of its Life business.

Paul joins M&G after more than 15 years at Goldman Sachs, where his most recent role was head of infrastructure and energy financing for the EMEA region, an area in which he developed and expanded a multibillion-dollar financing franchise. His expertise in energy transition, digital infrastructure, and complex credit structures will help strengthen M&G’s position as a major European investor in infrastructure debt, with the ability to originate and structure opportunities that support the execution of scalable mandates for institutional clients. This includes deploying capital from M&G’s Life business, which re-entered the pension risk transfer market in 2023 to support a £26 billion annuity portfolio and aims to underwrite between £3 billion and £4 billion in annual transactions.

Paul will report to James King, head of M&G’s £24 billion private and structured credit platform, who has more than 25 years of experience in European private credit and maintains an established presence in European infrastructure, private placements, and structured credit. The platform is supported by shared origination, analysis, and portfolio structuring capabilities to deliver long-term, outcome-oriented solutions for both the Life business and external investors.

“Paul brings extensive experience in infrastructure finance and structured finance at a time when institutional capital is expected to play a key role across Europe. His appointment strengthens the growth of our European private and structured credit platform, where the long-term capital of M&G’s Life business is combined with third-party capital to provide lasting solutions for our clients,” said James King, head of Private and Structured Credit at M&G Investments.

For his part, Paul Haegy, head of Infrastructure Debt and Private Placements, added: “In Europe, infrastructure debt offers a highly attractive investment opportunity in an environment where substantial private capital is needed to address priorities such as the energy transition and defense amid constrained public spending. M&G’s experience across multiple market cycles, combined with strong origination capabilities and deep credit expertise, positions the firm ideally to provide institutional investors with scalable access to resilient, long-term infrastructure debt opportunities.”

Estate Planning and Inheritance: How to Avoid Succession Disputes in a Global World

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estrategia multiactivo flexible Rothschild
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In addition to being a genius, the Texas-born billionaire entrepreneur, investor, aviator, engineer, film producer, and director Howard Hughes was a controversial figure due to his eccentricities and obsessions (he is often associated with obsessive-compulsive disorder). Within that context, one of the most notable aspects of his story was his death—aboard a plane in Mexico en route to Houston—surrounded by uncertainty about the exact moment of his passing. Above all, because following that event, which occurred 50 years ago—April 1976—a wave of legal disputes erupted over his fortune, estimated at $1.5 billion at the time—and $2.5 billion a few years later when, in 1983, it was divided among his 22 cousins. It stands as a paradigmatic example of the consequences of failing to leave a clear will at the time of death, something wealth management experts increasingly warn about.

“At his death in 1976, without a valid and recognized will, his fortune was left in legal limbo. For years, hundreds of people claimed inheritance rights, more than 30 false wills appeared—including the famous ‘Mormon will’—and one of the most complex succession battles of the 20th century unfolded. It was not until 1983, after years of litigation, that an agreement was reached to distribute the fortune among distant relatives, with a substantial portion allocated to the Howard Hughes Medical Institute,” recalls the case Berta Rabassa, lawyer and partner at BPP Legal, a firm integrated into Grupo Pérez Pozo. Beyond the extraordinary nature of the case, she argues, its lesson is deeply relevant today, “since the lack of planning can completely distort a person’s wishes regarding their own wealth.”

And not only their wishes—it can also add pain to pain: “It may sound cliché, but the ultimate goal is not to add pain to pain. When a family goes through a divorce, a death, or incapacity, there is already a certain level of suffering. If we add uncertainty, costs, and disputes associated with the lack of planning, we are introducing another layer of hardship to what that family is already experiencing,” says Martín Litwak, CEO of UNTITLED.

Greater risk in a global world

Moreover, the risk of not making a will and defining the beneficiaries of one’s wealth is even more evident in a globalized world with international activity. “In an increasingly globalized economy, where people live, invest, and establish ties across different countries, estate planning has ceased to be a domestic issue and has become a matter of international scope,” the expert notes, adding that it also represents “an unnecessary legal risk.”

What are the potential consequences? First, family uncertainty, experts say, but also exposure of the estate to complex, divergent, and sometimes clearly unfavorable regulations. “The consequences are not merely theoretical. They depend on the country where the person dies, the nationality of the deceased, the location of the assets, and the applicable international agreements. In this context, the absence of planning can result in significant financial losses, prolonged family conflicts, and, in extreme cases, direct intervention by the State as heir,” explain representatives from Grupo Pérez Pozo.

At the international level, the problem is exacerbated by differing regulations between countries: in the United States, for example, the absence of a will may lead to the application of intestacy laws of each state, with highly significant tax and estate consequences. In certain cases, especially when there are no clearly identified direct heirs, a substantial portion of the estate may end up in the hands of the State.

In other countries, such as France or Germany, there are strict forced heirship systems that limit freedom of disposition, while in the United Kingdom there is greater testamentary flexibility. Spain, for its part, combines elements of both models, with special protection for forced heirs, the expert explains.

Death in different countries

But what happens if a person without a will does not die in their country of origin? This is where conflicts of law arise, according to Rabassa. Which legislation applies when a Spanish national dies in the United States with assets in multiple countries? What happens if there are multiple wills executed in different jurisdictions? For Litwak, the consequences of dying in a different country (for example, being Spanish and dying in the Americas, or Latin American or American and dying in Spain, or a Latin American dying in the U.S.) are numerous and varied. First, if heirs do not have a deep understanding of the deceased’s assets, assets may be lost, he warns.

Second in importance is inheritance tax, which functions very differently from one country to another but can reach up to 40% of the estate if efficient planning is not carried out. “Third, I would include the delays involved and the fact that unplanned successions are public,” he explains. Finally, if a person does not assign their assets to heirs or beneficiaries through wills, trusts, etc., “it often happens that instead of receiving assets individually, they end up becoming ‘partners’ in certain assets, which is a recipe for problems when there are differences among heirs in terms of needs, wealth, urgency, and so on.”

Rabassa points to greater regulatory coordination in Europe, which can help in these cases: “The European Succession Regulation has represented an important step forward within the European Union, allowing, among other things, the choice of the applicable national law. However, outside this framework, coordination remains limited.”

For Litwak, “it is always good to have default rules that supplement the will of the parties and regulations that establish in a simple way how to enforce a document issued in a third country,” but in his view, the key issue in the Americas is awareness and education; “only then will it be possible for anyone who has an asset they do not intend to consume in the short term to plan.”

More discipline among large fortunes?

In general, experts say estate planning is not done correctly, but there is also greater discipline among larger fortunes. “In many cases, it is not done at all. And when a person or family does plan, they often make basic mistakes, such as not working with international advisors and assuming that the rules of the country in which they reside are the same as those of other countries where they have assets or heirs,” warns Litwak. Another very common mistake is failing to update estate planning after life events that change circumstances, such as relocation, divorce, or the birth of a new heir, he adds. And even when everything is done correctly, communication may fail, which is another fundamental aspect of wealth structuring, the expert concludes.

At the same time, although oversights persist, it is clear that over the past 20 years estate planning has become more widespread, with more people engaging in it, particularly among high-net-worth families. “In any case, it remains a minority practice in Latin America, as it is a region where it is very difficult to talk about money and the long term, for multiple reasons,” says Litwak.

The importance of planning

Grupo Pérez Pozo confirms how this reality contrasts with the lack of foresight among many individuals and business families, and argues that estate planning must be approached with a comprehensive vision, anticipating international scenarios and properly coordinating different legal systems. It is not only about drafting a will, they say, but about designing a strategy that protects wealth and ensures its transfer according to the owner’s wishes.

“The conclusion is clear: in a global world, it is not enough to have wealth; it is essential to plan its transfer. A will is not just a legal instrument, but a tool for foresight, security, and responsibility. It allows for the organization of wealth according to the testator’s wishes, reduces the tax burden, prevents conflicts among heirs, and, above all, provides certainty at a moment that is already delicate. Postponing this decision is, in reality, delegating it to others: to legislators, to courts, and ultimately to systems that do not always reflect personal wishes. In light of this, well-advised estate planning with an international perspective is not an option but a necessity. Because, ultimately, not making a will does not mean not deciding—it means letting others decide for us,” she concludes.

Capital Group Announces Plans to Open Its First Office in the Middle East

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Photo courtesyMike Gitlin, President and CEO of Capital Group

Capital Group has announced its plans to establish its first office in the Middle East, to be located in the Abu Dhabi Global Market (ADGM) in the United Arab Emirates. According to the firm, the Abu Dhabi office is expected to formally open by the end of this year, pending regulatory approvals.

The asset manager added that this is a decisive step in Capital Group’s long-term strategy to accelerate its global growth. It also reflects the company’s confidence in the Middle East region, the United Arab Emirates, and Abu Dhabi as a strong and rapidly evolving financial ecosystem, supported by the Abu Dhabi Investment Office (ADIO).

The planned office in Abu Dhabi will be Capital Group’s 35th worldwide, demonstrating the company’s consistent approach to establishing a local presence closely linked to its global platform. As in other markets, its goal is to grow gradually over time, in line with client needs and Capital Group’s long-term investment culture.

“We are pleased to welcome Capital Group to ADGM at a time when an increasing number of leading global financial institutions are choosing Abu Dhabi as a base for their long-term regional expansion. Their decision underscores the value investors place on regulatory certainty, institutional strength, and a stable environment that supports sustainable growth. With a robust legal framework and access to abundant long-term capital, ADGM is designed to support global firms operating at scale. Capital Group’s presence further strengthens Abu Dhabi’s role as a bridge between international capital and regional opportunities, and as a place where long-term partnerships are built with confidence,” said Ahmed Jasim Al Zaabi, Chairman of Abu Dhabi Global Market (ADGM).

For his part, Mike Gitlin, President and CEO of Capital Group, added: “We take a deliberate, long-term approach when building our global presence, and only move forward when we have strong conviction. This is one of those moments. Establishing a presence in Abu Dhabi demonstrates our commitment to being closer to our business partners in the Middle East, as well as our intention to explore new investment opportunities in this dynamic region.”

Capital Group will relocate Benno Klingenberg-Timm, Head of Institutional Business for Europe and Asia, who will also assume responsibility for leading the Abu Dhabi office. Klingenberg-Timm commented: “The UAE has established itself as a leading global financial center, reflecting the strong growth dynamics of the Gulf Cooperation Council (GCC) and the broader region. The Middle East is important both as a market in its own right and for its natural role as a bridge between Europe, Asia, and Africa.”

Capital Group’s expansion in Abu Dhabi reflects ADIO’s commitment to building a future-oriented financial services ecosystem, led by ADIO’s FinTech, Insurance, Digital, and Alternative Assets (FIDA) platform. Fatima Al Hamadi, Head of the FIDA cluster, stated: “Through the FIDA (Financial Investment and Digital Assets) cluster, ADIO is building an integrated financial ecosystem that brings together innovative solutions, digital capabilities, and advanced regulatory frameworks, reinforcing Abu Dhabi’s position as a leading global financial center. Capital Group’s expansion in Abu Dhabi reflects the strength and attractiveness of the emirate’s ecosystem for global institutions with long-term ambitions. It also underscores our commitment to facilitating strategic investments and enhancing integration between global markets, contributing to sustainable growth and a future-ready economy.”

Shanti Das-Wermes (MFS IM): “Since 2020, the Change in the Cost of Capital Has Been Underestimated”

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Throughout the day, Shanti Das-Wermes, Portfolio Manager at MFS Investment Management and lead manager of the Prudent Capital Fund, faces numerous reports, headlines, and analyses. As she acknowledges, her trick to isolate herself from the noise is to focus on the numbers, work hard, be willing to learn and change her mind, and to surround herself with people who have strong expertise.

This is her work mantra for managing the Prudent Capital Fund, a multi-asset vehicle with a portfolio concentrated in a variety of fixed income instruments and bonds, and which can invest in cash and derivatives to manage market exposure and downside risk. The strategy invests with a long-term approach, emphasizing absolute value rather than relative value. To discuss how to approach a multi-asset portfolio, the role these types of portfolios play today, and why they have fallen out of favor, we spoke with Das-Wermes in this interview.

What lessons from your professional career do you consider helpful in your role as a fund manager?

I have had several experiences throughout my career. I started in strategy consulting, then worked in private equity, and finally in public markets, from which I have learned to feel comfortable with the idea that you can be wrong. The current context requires us to think in terms of probability and to remain open to changing our minds. Additionally, for me, something consistent and universal has been the value of hard work and continuous learning instilled by my family. Thinking this way and having these values, I believe, is very helpful.

Of course, to this we must add relying on numbers and data to manage any fund. Many times, the market tells us one narrative, but the numbers show us a different one. A clear example of this is artificial intelligence (AI), where the numbers of many companies tell a somewhat different story from what the stock price or the rhetoric or the messages on social media might suggest.

In the current context, we talk about noise, geopolitical risks, stagflation, and even a possible energy or inflation shock. Do you think there is something the market is underestimating?

The structural change that I believe has been underestimated since the end of 2020 is the cost of capital. After all the monetary and fiscal stimulus, I consider this something the global market has underestimated. And this, obviously, led to serious repercussions in asset performance in 2022, when interest rates rose.

Another aspect that I believe is underestimated is the impact of structural changes on valuations. We are in a historical moment where decades seem to pass in just a few years, where all megatrends are moving very fast—technology, demographics, energy, artificial intelligence, wars—yet in some ways the market shows us that valuations imply a high degree of certainty about what may happen. I believe there is a great deal of uncertainty about how these structural changes will impact the economic, political, and market order.

How has the market environment and the way of building portfolios changed with the new interest rate environment and its outlook?

For our multi-asset portfolios, which are capital preservation funds, this has led us to focus on shorter durations in fixed income and to remain focused on companies without leverage and with pricing power in equities. For us, our philosophy of creating value in real terms remains very important, which, put simply, means generating a real return above the inflation rate in order to increase our clients’ purchasing power. To achieve this, we see it as necessary to be dynamic within the portfolio, both when selling assets and when adding new positions.

In the past 12 months, we have seen many launches of fixed income and equity strategies, but not multi-asset products. What can be said in defense of this type of vehicle in the current market context?

I believe the flexibility it offers to move between different asset classes is very relevant, and I say this from experience, not theory. With a multi-asset strategy, we can be much more dynamic and diversified. For example, in our fund, which has no constraints, we can move across markets, countries, or sectors where we see opportunities. Our job is simply to find those opportunities and take them wherever they are. And we do so in a concentrated way, which is very different from a typical multi-asset fund that may hold 300 or 350 stocks. We aim to hold around 20 to 40 positions.

When an investor includes a multi-asset fund in their portfolio, what role are they seeking for that fund within their overall investments?

It depends greatly on the client. Many of our distribution channels, of course, involve intermediaries, and the fund may serve the function of constituting the entire portfolio or, in other cases, be considered a somewhat more conservative position compared, for example, to equity funds that provide much higher beta; sometimes it may even be used to offset a more contrarian position. Without a doubt, this depends heavily on the client profile and the intermediary profile. For our mandate—and I do not think this is necessarily the same for all multi-asset funds—the strategy serves the function of capital preservation across different stages of the cycle.

Among all the assets in your portfolio, where do you currently see the best opportunities?

It is worth noting that the fund is positioned relatively conservatively, as we believe that current valuations imply low or possibly negative future returns. That said, one of our largest positions is in U.S. Treasury bonds, on the short end of the curve, since the base currency is the dollar, but also in mortgage-backed securities and corporate credit. In equities, we are finding opportunities in subsectors related to AI, within this context of winners and losers that has been shaping the sector. We also see other sectors that, cyclically, are in a position favored by AI, where it is interesting to take long-term positions, as well as some cyclical sectors such as chemicals or construction. In defense, we have also maintained our exposure, which began after COVID, particularly on the European side.

The Dollar Moves from the ‘Petrodollar’ Thesis to a Bullish Outlook

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During the first quarter of the year, the dollar showed a sideways/downward trend with volatility, especially in March. According to experts, we are witnessing a transition from a strong dollar—as seen between 2022 and 2024—toward a more neutral, and even weak, environment. In this regard, the first three months have resulted in a slight depreciation of the dollar and an open debate about its role as a global benchmark and its fundamentals.

“The obituary of the U.S. dollar has been written many times, with increasing frequency over the past year, but most of the catastrophic analyses of the currency focus on only one side of the equation and overlook the full picture,” laments Sonal Desai, CIO of Fixed Income at Franklin Templeton.

The Failed ‘Petrodollar’ Thesis

As a result of this connection, the “petrodollar” thesis has gained traction, arguing that the dollar’s dominance is sustained by oil trade being denominated in U.S. dollars, and that the shift of crude exports from the Middle East to Asia, along with the localization of Gulf defense spending, signals the beginning of the end of dollar hegemony. In Desai’s view, this perspective is notably simplistic: “It partially reverses the causal relationship. Oil-exporting countries have a strong self-interest in receiving payments in dollars because of what dollars represent: access to the deepest and most liquid capital markets in the world, supported by an institutional and legal framework that protects property rights and enforces contracts, and backed by a strong, dynamic, and innovative economy.”

According to the Franklin Templeton expert’s analysis, three pillars sustain this system: the scale and dynamism of the U.S. economy, institutional credibility, and unmatched market depth. “There is also no credible alternative; the euro lacks a unified large-scale safe asset; the renminbi operates under capital controls; and digital currencies may settle transactions but do not provide the store-of-value function required of a reserve currency,” Desai adds.

An Open Debate

She also argues that the data supports this view in areas such as reserves, payments, foreign exchange trading volumes, and the depth of the Treasury market—metrics not typical of a currency in decline. “Dollar weakness is cyclical, not structural, although its true vulnerability lies in U.S. fiscal policy. For investors, I maintain a constructive view on the dollar’s status as a reserve currency in the foreseeable future and would recommend staying agile at the margins and focusing on fundamentals. I believe investors should look at bilateral exchange rate movements rather than betting on the end of the dollar dominance regime,” she concludes.

However, Thomas Hempell, Head of Macro & Market Research at Generali AM (part of Generali Investments), is more critical and emphasizes that, in the short term, the evolution of the U.S. dollar remains closely tied to how the conflict in the Middle East unfolds. “It is not so much that the dollar has regained its role as a safe haven, but rather the effect of oil prices: when oil rises, the dollar now tends to benefit, as the United States has become a net energy exporter. By contrast, the euro and the yen are affected, as Europe and Japan import much of their energy, so rising oil prices worsen their trade balances and growth outlook,” he argues.

Outlook for the Dollar

Looking ahead, Hempell expects the dollar to weaken again if the war subsides soon and oil prices decline. He argues that global investors are likely to continue diversifying their portfolios away from the dollar, and that a conflict with Iran could even erode the system’s reliance on the petrodollar. “This maintains the medium-term upward trend of the euro/dollar pair, although to a lesser extent than we would have expected before the war, as energy prices are likely to remain structurally higher and the eurozone recovery will now be more moderate,” he explains.

Economists at BofA are also bearish on euro/dollar in the short term: “Our forecast for the end of the second quarter is 1.14, with downside risks.” Their thesis is that persistently high energy prices generate stagflationary pressures globally and a slower convergence of growth between the U.S. and the eurozone. In addition, the divergence between the Fed and the ECB that BofA economists expect later this year creates an interesting backdrop: on one hand, an ECB focused on preserving its inflation credibility versus a Fed prioritizing the labor market could support euro/dollar; on the other hand, they acknowledge that the outlook becomes more complex when analyzing forecasts in real terms.

“Beyond short-term factors, the dollar still faces potential downside risks from the U.S. labor market, private credit, and rising fiscal risks. In the longer term, the implications of the shifting geopolitical environment will continue to raise questions about optimal exposure to the dollar. We forecast euro/dollar at 1.20 by year-end, contingent on the Fed not raising rates, energy normalization, and gradual growth convergence between the U.S. and the eurozone,” they conclude.