The Growth Drivers of the ETF Industry in North America

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North America is entering 2026 in a clear growth phase for the ETF industry. This is highlighted in the latest report from State Street, titled “2026 Global ETF Outlook: From Wrapper to Backbone.” The study explains that the U.S. ETF market entered 2026 “from a position of strength after two consecutive years of inflows exceeding one trillion dollars.” The use of ETFs continues to expand as investors and advisers increasingly turn to them to “gain liquidity, broad and thematic exposure, ease of access, and cost efficiency, all within a tax-efficient framework.”

In this context, the study focuses on three themes: the continued expansion of the ETF structure into new uses, the additional growth drivers for active ETFs, and the evolution of distribution dynamics.

New Frontiers

In its 2025 report, the firm analyzed the growth of defined-outcome ETFs and the increasing use of derivatives within these funds. This trend accelerated throughout the year, especially in options-based income strategies, covered calls, put options, and hybrid approaches, “reflecting sustained investor demand for yield and downside protection.” The report reveals that issuers “continue to support these strategies,” as demonstrated by Goldman Sachs’ acquisition of Innovator, a leading provider of defined-outcome ETFs.

The study now highlights that a new frontier is emerging: simplifying and democratizing access to structured products that were previously limited to private wealth or institutional channels. “Areas gaining traction include diversified cryptocurrency ETFs with multiple assets beyond bitcoin and ethereum, as well as ETFs linked to private markets; pre-IPO exposure; and automated covered call income strategies,” it notes, concluding that adoption of these more complex strategies “will depend on investors’ financial education.”

That said, the study acknowledges that managing capacity within this framework “is becoming increasingly difficult” as strategies grow in complexity. As a result, “significant questions arise regarding scalability and suitability.” Ultimately, “it will be up to ETF issuers to determine whether strategies with inherent capacity constraints are appropriate for broad public distribution.”

On the other hand, these more sophisticated strategies also give ETF issuers “the ability to charge a premium in a product known for its low cost”: actively managed ETFs have an asset-weighted average expense ratio of 42 basis points, while some complex strategies reach prices above 70 basis points.

According to the study, active ETFs have been a defining force behind the growth and innovation of exchange-traded funds, and this trend is expected to continue. “Active ETFs are at the center of the industry’s most important shifts, transforming product design, scale, and distribution,” the report states, identifying several areas that will drive growth in active ETFs across North America in 2026.

1. Mutual Fund-to-ETF Conversions: Conversions continue to be a powerful growth engine. In 2025, more than 50 conversions took place, another record, bringing the total to more than 170, with assets exceeding $125 billion. ETF issuers are finding ways to develop their ETF distribution strategies by leveraging assets they already manage internally. This momentum shows no signs of slowing: in a recent survey, 50% of ETF issuers indicated plans to convert at least one mutual fund into an ETF over the next 12 months.

2. Section 351 Exchanges: The growing use cases for the ETF wrapper also extend to wealth management through Section 351 exchanges. Under Section 351 of the Internal Revenue Code, investors can contribute securities to a diversified fund without triggering capital gains recognition, allowing wealth managers to act as external investment partners—something a newly listed ETF would require under a specific set of diversification rules. However, the structure is not without drawbacks, since, among other issues, “regulation surrounding Section 351 exchanges remains limited.”

3. Fixed Income: ETFs are particularly well suited to fixed-income investing. Bond characteristics and investor preferences create an advantage for active fixed-income management, which “provides flexibility to adjust duration, quality, and sector exposure” in a volatile interest-rate environment. The study notes that total inflows into fixed-income ETFs are growing, but active management is capturing a much larger share than ever before: approximately 42% of all inflows into fixed-income ETFs went into active management in 2025, compared with only 6% in 2022. Here, the report identifies two converging forces: the narrative around active fixed income resonates with investors, and the ETF market now offers solutions across core, tactical, and manager-driven exposures.

4. ETF Share Classes: The ETF share class structure increases the variety and accessibility of these funds and will grow through the same channels as standalone ETFs. The report explains that although there is potential for a major shift from mutual fund share classes to ETF share classes, this is unlikely to happen this year.

The New Era of ETFs

ETFs are one of the dominant investment vehicles in North America, offering lower costs, tax efficiency, liquidity, and ease of use. They are also highly popular among younger investors: on average, ETFs represent 30% of millennials’ portfolios, 26% for Generation X, and 21% for baby boomers. Surveys point to a further increase of 20% or more in ETF portfolio allocations across all demographic groups, with a 31% increase among Generation X.

From advisers’ perspective, the outlook is also positive for ETFs. Most ETF assets in the United States are currently distributed through financial adviser channels. Intermediary platforms, such as registered investment advisers (RIAs) and large brokerage firms, hold significant ETF positions, driven by advisers’ preference for these funds and the growth of fee-based advisory models.

Digital distribution is also accelerating. PwC identified “digital takeoff” as a key trend for global ETF distribution heading into 2026, expanding access to younger, digitally native investors. The study concludes that, when broadening the perspective, “product development, systems, and advice are aligning with and anticipating these generational trends.”

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.”

Anthropic Launches Ten AI Agents for Banking and Asset Management Professionals

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Anthropic has introduced a new set of AI agents to expand the financial services tasks it offers. According to the company, it has developed ten ready-to-use agent templates for the most demanding tasks in financial services: creating pitchbooks, reviewing KYC files, and closing month-end accounting.

In other words, they are specifically aimed at professionals in banking, insurance, asset management, and financial technology. Each one is offered as a plugin in Claude Cowork and Claude Code, as well as a cookbook for Claude Managed Agents, enabling a team to put Claude to work on real financial tasks in a matter of days rather than months.

Regarding these new agent templates for financial tasks, the company explains that each one is a reference architecture combining three elements: skills (instructions and specialized knowledge for the task), connectors (governed access to the data the task works with), and subagents (additional Claude models called by the main agent for specific subtasks, such as selecting comparables or methodological validation). In this way, firms can adapt any of them to their own modeling conventions, risk policies, and approval workflows.

The company has shared the full list of new agents:

  • Pitch Builder: creates target lists, performs comparable analysis, and drafts pitchbooks for client meetings.
  • Meeting Preparer: prepares client and counterparty reports before calls and meetings.
  • Earnings Reviewer: analyzes transcripts and regulatory filings, updates models, and flags relevant changes to the investment thesis.
  • Model Builder: creates and maintains financial models based on filings, data sources, and analyst input.
  • Market Researcher: monitors sector and issuer developments, synthesizes news, filings, and broker research, and flags items for credit and risk review.
  • Valuation Reviewer: reviews valuations against comparables, methodology, and internal review standards.
  • General Ledger Reconciler: reconciles general ledger accounts and performs net asset value (NAV) calculations against accounting records.
  • Month-End Closer: executes the month-end closing checklist, prepares accounting entries, and generates closing reports.
  • Statement Auditor: reviews financial statements for consistency, completeness, and audit readiness.
  • KYC Screener: gathers entity files, reviews source documentation, and prepares escalations for compliance review.

A Broader Ecosystem

The company emphasizes that “AI agents are only as good as the data and context they can access.” Claude connects with dozens of market data providers, research platforms, and internal systems used by financial firms—including FactSet, S&P Capital IQ, MSCI, PitchBook, Morningstar, Chronograph, LSEG, and Daloopa—as well as firms’ own data warehouses, research repositories, and CRMs, all under governed access controls. “We are now adding new connectors and an MCP application from new partners. The new connectors provide direct, real-time access to market data and research, while the MCP application introduces customized interactive interfaces directly within Claude,” they commented.

In this regard, the new connectors are:

  • Dun & Bradstreet, which provides the global standard for verified business identity and helps companies connect systems of record and scale AI-enabled workflows.
  • Fiscal AI, which expands real-time fundamentals coverage for publicly traded equities to deepen analysis and benchmarking.
  • Financial Modeling Prep, which offers real-time quotes, fundamentals, financial statements, filings, and transcripts for stocks, ETFs, cryptoassets, currencies, and commodities.
  • Guidepoint, which enables searches across more than 100,000 compliance-reviewed expert interview transcripts and provides source-linked text excerpts.
  • IBISWorld, which monitors industry revenues, financial ratios, risk scores, cost structures, and forecasts across thousands of industries.
  • SS&C IntraLinks, which gives Claude access to DealCentre data rooms for document search, due diligence questions, and deal activity tracking.
  • Third Bridge, which provides access to expert interviews as a primary source on companies, sectors, and value chains.
  • Verisk, which contributes property, casualty, and specialty insurance data for underwriting, claims, and risk analysis.

More Developments

In addition, Moody’s has launched an MCP application incorporating proprietary credit ratings and data on more than 600 million public and private companies for use in compliance, credit analysis, and business development.

The company also noted that Claude now works in Microsoft Excel, PowerPoint, Word, and Outlook (coming soon) through Claude add-ins for Microsoft 365. Once installed, context transfers automatically between applications, so work that begins in the model can end in a presentation without having to re-explain anything during the process.

“Finally, we continue expanding our partner ecosystem with new connectors and an MCP application so that agents can use the same data financial professionals already rely on. Connectors provide Claude with governed, real-time access to a provider’s data, while MCP applications go a step further by directly integrating the provider’s own tools within Claude,” they announced.

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.

High Yield in the U.S.: Why the Market Is Less Risky Than 15 Years Ago

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John Colantuoni, gestor de la plataforma de bonos de alto rendimiento en Muzinich & Co.
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The high yield market in the United States shows an improved risk-return profile, according to John Colantuoni, portfolio manager on the high yield bond platform at Muzinich, a global asset management firm founded in 1988 that manages $42 billion across 18 offices worldwide. His core thesis rests on a structural argument: the credit quality of the market has improved steadily over the past 15 to 20 years, reducing default risk compared to previous cycles.

Within the framework of the Leaders Summit, a professional event in Miami organized by Funds Society in collaboration with CFA Society, Colantuoni provided an overview of the U.S. high yield market, noting that it represents $1.5 trillion in issuance, compared to $10 trillion in the investment grade segment, and includes more than 800 issuers. Nearly 60% of the bonds are rated BB, the highest category within the high yield universe, with a long-term average default rate below 2%. The BB index yield currently stands at 6.25%, above the historical average of 5.9%, with spreads at 230 basis points versus a historical average of 380 basis points.

The manager identified default as the central risk when investing in this segment. Over the past 25 years, he noted, the market has gone through four major peaks: the dot-com bubble (10% default rate), the global financial crisis (16%), the wave of defaults in the energy sector (5%), and the COVID-19 shock (7%). The likelihood of repeating those levels is low, according to Colantuoni, partly because the composition of the market has changed.

One factor explaining this improvement is the reduced presence of leveraged buyouts (LBOs). This type of borrower—with higher leverage and shorter time horizons than non-LBO public or private companies—accounted for nearly 40% of the market in 2006–2007, coinciding with the most severe default cycle during the financial crisis. Today, LBOs represent 15% of the total. Companies (publicly traded) with lower leverage due to equity market pressure on their balance sheets account for 65% of the market.

From a sector perspective, energy leads the high yield market with 11% share, although only 4% corresponds to oil and gas producers; the rest is energy infrastructure. Muzinich does not overweight crude producers, instead favoring infrastructure assets with recurring cash flows.

Another structural change highlighted by Colantuoni is the decline in the duration of issued bonds. While 10-year low-coupon issuances were previously dominant, the market now issues bonds with maturities of 5 to 7 years and higher coupons. Average duration has fallen from 4.25 to 3 years, reducing price volatility in the face of rising interest rates. In the most recent episode of market stress—linked to the conflict with Iran and inflationary pressure—high yield showed performance comparable to investment grade.

Since 2010, whenever the BB index yield has exceeded 6%, the average forward return has been above 8%, a data point Colantuoni used to support the market’s current attractiveness.

Accordingly, Muzinich’s strategy focuses on non-cyclical assets with recurring cash flows: energy infrastructure, telecommunications, aircraft leasing, real estate, and healthcare. During periods of volatility, the firm prioritizes companies with strong balance sheets over higher-risk assets. As a reference, BB-rated software bonds yield between 7% and 8%, compared to the segment average of 5.75%.

Among the risks being monitored, Colantuoni mentioned the conflict with Iran—whose impact is limited given that the U.S. is energy self-sufficient—exposure to the software segment (5% of the market) and data centers (2% of the index), and the higher concentration of LBOs in private credit, which reinforces the relative quality of publicly traded high yield.

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.”

Bolton Global Capital Adds Veteran Investment Strategist to Strengthen Its International Business

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Bolton Global Capital announced the addition of Luiz Ottoni, an experienced executive with more than 35 years of experience in global financial markets, as part of its strategy to strengthen its capabilities in wealth management and international advisory.

The firm highlighted that Ottoni has extensive experience in portfolio construction, discretionary investment strategies, and multi-asset allocation across both developed and emerging markets. Throughout his career, he has managed capital for high-net-worth clients, family offices, and financial institutions, with a focus on macroeconomic strategies and disciplined risk management.

Steve Preskenis, CEO of Bolton Global Capital, stated that Ottoni’s arrival strengthens the firm’s international advisor network thanks to his global perspective and investment experience.

“His international perspective, depth of experience, and disciplined investment approach make him a strategic addition to our growing network of advisors. Luiz represents the kind of high-level professional who thrives in an independent environment and generates significant value for clients,” said Preskenis.

Ottoni will continue to focus on designing customized investment solutions, leveraging his experience in fixed income, equities, structured products, and derivatives, with a notable specialization in Latin American markets.

The newly appointed executive at Bolton Global Capital noted that the firm’s independence and global reach were key factors in his decision to join the organization.

“The firm’s commitment to true independence, together with its strong platform and international presence, creates an exceptional environment to serve clients with flexibility and strategic focus,” said Ottoni.

Before joining Bolton Global Capital, Ottoni served as Director and Private Banker at Banco BTG Pactual in Miami, where he led global asset allocation strategies and advised high-net-worth clients, managing approximately $400 million in assets.

His career also includes relevant positions at Safra National Bank of New York and Genesis Investment Advisors, as well as leadership roles at Itaú BBA. He began his professional career at Banco Sul América.

Bolton Global Capital indicated that it continues its expansion strategy by adding advisors with international experience, in a context where demand for customized wealth solutions and access to global markets continues to grow.

Founded in 1985, Bolton Global Capital is an independent broker-dealer and wealth management firm focused on international and U.S. clients. The company has a strong presence among Latin American and European investors and manages $19 billion in assets, as of October 2025.

The Branch Managers Of The Offshore Business In Texas And Miami Debate The Sector’s Challenges

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De izquierda a derecha:
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The evolution of international clients, increasing wealth sophistication, pressure on traditional fee models, and the importance of organizational culture shaped the discussion of the panel composed of leaders in the international wealth management business during a specialized industry conference held as part of the first edition of the Funds Society Leaders Summit in collaboration with CFA Society Miami.

The panel was composed of Paula Alvis, Branch Manager at Osnorian Lane; Marlen López, Senior Wealth Advisor at the López Private Wealth Group, part of Excelsis Global Private Wealth; Nicholas Terlonge, Branch Manager at Raymond James; and Jesus Valencia, Director at Florida International Market at UBS.

The session was moderated by Jonathan Schumann, Head of International at Thornburg Investment Management.

During the opening, Schumann noted that the participants are responsible for revenue growth, profitability, regulatory oversight, recruitment, and corporate culture within their organizations, describing them as the “CEOs” of their respective local franchises.

Generational shift and new client priorities

One of the main topics addressed was the transformation of the client base in the global wealth management business.

Marlen López highlighted that, after 25 years in the industry, she observes a significant generational transition within entrepreneurial and high-net-worth families. According to her, younger generations show a greater willingness toward growth and a lower aversion to risk compared to previous generations.

“The previous generation often operated from a mindset of scarcity or fear of losing wealth. Young people today seek growth and are open to different types of investment,” said López.

She added that, to connect with this new client profile, her firm has integrated Artificial Intelligence (AI) tools into daily operations. In particular, she mentioned the use of Jump AI to analyze conversations and gain deeper insight into the wealth objectives of new family generations.

For his part, Jesus Valencia noted that high-net-worth families today are “more global and sophisticated than ever,” with growing demand for holistic advice and institutional capabilities.

Valencia also highlighted two structural trends: the feminization of wealth and the digitalization of financial services. He explained that, to respond to these needs, UBS relies on international specialists in wealth structuring, lending solutions, liquidity management, and family office services.

Nicholas Terlonge agreed that family and wealth structures have become significantly more complex.

“The days of static structures are over,” said the Raymond James executive, noting that it is now common to find structures domiciled in one jurisdiction while beneficiaries live in different parts of the world, requiring greater regulatory and operational flexibility from investment platforms.

Pressure on fees and greater value of advice

In the block dedicated to the economics of the wealth management business, participants agreed that the industry is undergoing a strong transformation driven by fee compression and the growing value of specialized advice.

Jesus Valencia summarized the phenomenon by noting that “beta is getting cheaper while advice is becoming more valuable.”

The UBS executive explained that clients show greater willingness to pay for differentiated and sophisticated offerings, particularly in segments such as private equity, private credit, and real estate, where the advisory component carries greater weight.

“The business is moving away from product and toward relationships,” he stated.

Nicholas Terlonge added that firms today compete for the “same share of client attention,” especially in the offshore market, where U.S. advisors compete directly with local players in investors’ home countries.

He also indicated that there is growing demand for financing and lending solutions, forcing firms to continuously evolve to remain competitive.

Marlen López explained that her practice has shifted toward a predominantly fee-based model, which currently represents 95% of her business. She also noted that they are transitioning from a fixed structure based on assets under management (AUM) to a tiered structure, with the goal of competing more efficiently in the ultra-high-net-worth (UHNW) segment.

Culture and talent as strategic factors

Regarding recruitment and talent development, Paula Alvis stated that corporate culture and authenticity are fundamental elements for attracting the right professionals.

“Talent begins with culture and honesty about who we are,” said the Snowden Lane executive, who emphasized the importance of recognizing support staff and building teams aligned not only with corporate goals but also with human values.

Nicholas Terlonge defined recruitment as a “full-time contact sport” and emphasized that cultural fit should take priority over technical skills.

“I prefer to hire the person and teach the skill,” he said.

He also underscored the importance of supporting professional development from early stages, particularly in operational areas, where small gestures of recognition can have a significant impact on talent retention and motivation.

Recommendations for new generations

When addressing advice for young professionals seeking to enter the global wealth management business, Jesus Valencia recommended developing both technical capabilities and emotional intelligence.

“It is difficult to compete at the highest level without a balance between analysis and emotional quotient,” he said.

He also suggested quickly obtaining regulatory licenses such as the SIE (Securities Industry Essentials) and Series 66 (Uniform Combined State Law Examination), as well as building networks and maintaining patience in an industry he described as meritocratic.

Paula Alvis, for her part, encouraged younger generations to remain authentic, understand all operational processes of the business, and take on new challenges before falling into comfort zones.

Organizational culture as a competitive advantage

In the final part of the panel, participants agreed that internal culture has become a strategic differentiator for wealth management firms.

Marlen López explained that her organization promotes initiatives focused on work-life balance, including annual offsite retreats to strengthen bonds among colleagues.

Nicholas Terlonge stated that culture cannot be “outsourced” to headquarters and must be built daily in each local market. He added that leadership should be reflected in everyday details such as punctuality, professionalism, and closeness to teams.

Jesus Valencia reinforced this idea by noting that leaders must intervene when they detect inappropriate behavior. “What you allow, you promote,” he said.

Finally, Paula Alvis summarized her view by stating that “culture is difficult to explain but easy to feel,” and affirmed that her goal is to build organizations based on human connection and a sense of belonging.

Jupiter Asset Management and the “Golden Era” for Active Management

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Photo courtesyMatthew Beesley, CEO of Jupiter Asset Management

In troubled waters, fishermen profit. Financial markets are currently experiencing volatile times and, as a result, the power of active management is becoming increasingly relevant. That is the current environment, according to Matthew Beesley, CEO of Jupiter Asset Management, the England-based firm known for its focus on active management and high-conviction strategies. “I think we are in a period that may, in retrospect, be seen as a golden era for active management,” the executive said in an interview with Funds Society.

What has changed? After the advent of quantitative easing, there was a rather “indiscriminate” inflation in asset prices. That context, notes Beesley, made it harder to outperform the broader market. “It was simply about beta trade,” he comments.

After a decade of expansionary monetary policy, that has normalized considerably, the professional explains, with inflation becoming a persistent concern and the rise of geopolitical uncertainty. “Even without wars and challenges, we are also in this period of deglobalization,” he notes, with countries and blocs trying to assert themselves more strongly on the unstable global stage and a “very unpredictable U.S. president.”

The golden era

This is the context in which active management truly shines, according to Jupiter’s CEO. “That creates a very volatile environment, but that is where active managers can really add value,” he says, something that has delivered strong results for the European firm.

Lower correlation between assets, increased dispersion in investment strategy returns, and higher volatility create fertile ground for the sector.

“Market dislocation creates opportunities for agile managers. You don’t have that benefit as a passive investor. That’s why active management can add a lot of value in these times, because you have the ability to take advantage of these short-term opportunities,” in Beesley’s words.

While passive management still has a role to play in portfolio construction, he adds, active investment selection contributes significant value.

Additionally, the main driver of passive management has also leveled out: cost. The price of active management has decreased over the years, he explains, narrowing the cost gap with passive strategies.

Diversification beyond the U.S.

Among different investment strategies, a notable ongoing trend that catches Jupiter’s CEO’s attention is investors’ view on the U.S., a market to which global capital is generally overexposed.

“There are some themes that are consistent across all markets. One is that U.S. equities have become quite expensive, and many people are already well positioned in U.S. equities,” the executive explains. Along these lines, a prevailing trend is to “look at everything that isn’t” that asset class.

This does not mean that investors are withdrawing money from the U.S. stock market, he clarifies. While there was some outflow from the asset class at the beginning of the year, it reversed in March. And it is difficult for the world’s largest economy to lose its privileged place in global portfolios.

However, there has been a reconsideration of portfolio weights: “Many people are overweight U.S. and are questioning whether that is the right decision,” the professional explains.

As a result, more international capital is looking toward Europe and Asia, seeking investments that provide income, both in equities and fixed income.

They have also seen widespread interest in liquid alternatives, driven by the challenges of these two categories. “People want daily liquidity, but they want things that are not correlated with equity or fixed income markets,” he notes.

Jupiter’s formula

In this context, the British asset manager is exploring its future options. While they completely rule out entering passive management—considering that their brand “is built on active management,” Beesley emphasizes—they are interested in the possibility of expanding into new asset classes.

“Everything we do is in liquid public markets,” he comments, but “there may be opportunities in somewhat less liquid public markets.” In that sense, one possibility would be to expand along the risk-liquidity spectrum in fixed income, where instruments such as credit restructuring, defaults, ABS (asset-backed securities), and CDOs, among others, are found.

“There are no plans at the moment,” the firm’s CEO emphasizes, but it is a possibility on their radar. “There are some less liquid fixed income asset classes that could fit quite well within Jupiter,” he adds, pointing to the “gray area” between truly private and truly public markets. “There may be opportunities for us to move there over time,” he says.

Additionally, there is the technology component, which they have been leveraging as a tool for operational efficiency. In this regard, Beesley notes that artificial intelligence will “definitely” help the sector add value for investors.

“We incorporate AI into everything we do, in our teams and investment processes,” including supporting systematic strategies, he says. And while technology is not yet driving revenue growth, it is helping them become more efficient. “We have a statistic that the average Jupiter employee has saved around 42 minutes a day on tasks now handled by AI. It doesn’t sound like much, but it is quite significant,” he explains.

M&A on the horizon?

Jupiter Asset Management has played a fairly active role in the industry’s mergers and acquisitions activity. In recent years, they have acquired two firms: CCLA Investment Management Limited, the asset manager associated with charities and the largest church in the UK, and Origin Asset Management, which manages global funds.

Looking ahead, they remain open to potential acquisition opportunities. “We have excess capital, so we have resources to invest,” Beesley emphasizes, adding that they are “still looking at opportunities to grow our business through M&A.

While there are no concrete plans on the horizon, Jupiter’s CEO says they are looking at firms “where we can find differentiated investment capabilities or access to markets where we are not yet present,” with niche strategies.

On the other hand, they rule out being sold and becoming part of a larger firm. Many investment companies currently merging, he notes, are seeking to consolidate a scalable operating model to improve their cost base. That is not the case for Jupiter, he adds, so they have no need to be acquired by another asset manager.

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

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Photo courtesy

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.