GAM’s Transformation Bears Fruit: Narrowed Losses and Solid Capital Inflows

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“Our first-half results demonstrate that the strategic measures taken over the past two years are translating into better commercial results and a stronger financial performance,” stated Albert Saporta, CEO of GAM Group, following the presentation of the first-half results for the year.
According to the published figures, the pre-tax loss under IFRS narrowed by 39% to CHF 24.7 million (H1 2025: CHF 40.4 million). “The first-half loss was materially reduced due to a leaner operating model and strict cost discipline,” the asset manager explained.
Most notably, assets under management rose to CHF 12.7 billion as of June 30, 2026, up from CHF 12.5 billion recorded on December 31, 2025. Additionally, gross capital inflows reached CHF 900 million, with a strong focus on alternative investments. “GAM’s transformation is beginning to bear fruit: assets under management are increasing thanks to solid gross capital inflows and improved performance, while client redemptions have decreased substantially,” they stated.
“We generated nearly CHF 1 billion in gross inflows and, excluding the redemption of a single segregated account by a client undergoing a post-merger restructuring, underlying net flows were positive. Assets under management increased, investment performance remained strong, and our loss was significantly reduced, driven by a 17% reduction in operating expenses compared to the first half of 2025. We remain focused on our priorities: delivering strong investment performance for our clients, growing assets through disciplined distribution, continuing to enhance operational excellence, and maintaining strict cost discipline,” Saporta noted.
When highlighting key financial metrics, the asset manager also emphasized that its investment performance strengthened during the first six months of the year. “96% of applicable AuM in alternatives and 84% of applicable AuM in fixed income outperformed their respective three-year benchmarks. Over five years, the corresponding figures were 85% and 91%, respectively. Overall, across all of our business lines, 64% of applicable AuM outperformed its three-year benchmark and 58% outperformed its five-year benchmark as of June 30, 2026, compared to 61% and 54% as of December 31, 2025,” they highlighted.

Strategic Vision and Transformation

Following the transformation program launched by GAM two years ago, the Group now combines a lower cost base and a simplified operational structure with an expanded range of differentiated investment capabilities. According to the company, its model brings together specialized in-house teams and selected strategic investment alliances, providing multiple avenues for organic growth moving forward without proportionally increasing the Group’s fixed cost base.
In this regard, it continued to simplify its operational structure while maintaining its partnerships with Swiss Re ILS and Gramercy Emerging Market Debt, which completed their first full year during this period and are now fully integrated within GAM. “Establishing a longer real track record expands eligibility for due diligence processes and mandate selections by institutional investors, which will drive future distribution opportunities,” they noted.
During the first half, GAM continued to reinforce its commercial capabilities through its operating model and an integrated data architecture, enabling greater use of data, artificial intelligence, and specialized market intelligence across marketing, distribution, and client service. These capabilities support more effective digital distribution, deeper client engagement, improved product positioning, and the identification of institutional opportunities. The company also bolstered its distribution talent across Europe and Asia by adding senior client-facing personnel in Germany, Italy, Iberia, and Japan, further strengthening local coverage in its core markets.
A key highlight of the six-month period was its alternatives business. The Alternative Investments division generated the majority of gross inflows during the period. The GAM Swiss Re Cat Bond UCITS Fund closed the reporting period with nearly USD 2 billion in assets, supported by continued client demand alongside improved valuation and trading conditions. Additionally, the GAM LSA Private Shares strategy surpassed USD 250 million in assets, while the emerging market debt range expanded through the alliance with Gramercy.
Finally, GAM continued to develop its Specialist Active offering across equities, fixed income, and multi-asset investments, including active special situations strategies. During this period, the GAM Sustainable Emerging Markets Equity strategy exceeded USD 250 million in assets, while the European equity team established a one-year investment track record at GAM, laying an important foundation for future institutional distribution.

FDS Partners Reinforces Latam and US Offshore Team with the Appointment of Ana Ramírez

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Photo courtesyAna Luisa Ramírez, Senior Director of Distribution at FDS Partners
In a decision aimed at reinforcing the capabilities of distribution firm FDS Partners in the Latin American and US Offshore markets, the company announced the addition of Ana Ramírez and Mercedes Delclaux Squella to its ranks, alongside the arrival of Patricia Beans as an advisor to the board. With their combined capabilities in institutional distribution, corporate finance, financial analysis, and asset management, the company stated in a press release that it anticipates strengthening its coverage and strategic expansion in the region.
Ramírez joined as Senior Director of Wealth Management for the US Offshore business, after five years at the Chilean financial group Bci. “With great enthusiasm, I begin a new challenge at FDS Partners, where I hope to continue deepening my knowledge of the Miami market, continue learning, and contribute all my experience to this new project,” the professional wrote in a LinkedIn post about the move.
Prior to her appointment, Ramírez served as Head of Institutional Distribution at Bci. This role led her to relocate to Miami two years ago, where she is currently based.
In her two-decade career, according to her profile, the professional also worked as Institutional Distribution Manager at Ameris Capital and spent nearly 11 years at LarrainVial. There, she reached the position of Discretionary Portfolio and APV Manager. In addition, she was an Investment Strategy Analyst at Compass Group (currently Vinci Compass) at the beginning of her career.
FDS highlights Ramírez’s experience leading regional commercial strategies, structuring investment platforms, and negotiating distribution agreements with global managers. “Ana’s institutional expertise and long-standing relationships across Latin America make her an exceptional addition to our team,” said Lars Jensen, Managing Partner of the firm, in the press release.
Delclaux complements the strengthening of the team dedicated to the region, joining as Sales Associate for US Offshore. The professional brings experience in corporate loans, financial analysis, and asset management in Latin American and U.S. markets. Previously, she worked at Banco Sabadell Miami.
“Mercedes brings a valuable combination of analytical rigor and commercial drive,” Jensen added, noting that her capabilities will help support clients in private and institutional banking channels.
In addition to these appointments, FDS reported that they recruited Patricia Beans as an Advisory Board Member and independent counselor for the firm.
With forty years of experience in the global financial services industry in hand, the professional leads the consultancy she founded, Beans Consulting Services LLC. This firm is dedicated to advising organizations regarding client strategies, business transformation, and execution.
Jensen described her arrival at FDS as “invaluable” for the firm and highlighted the professional’s “experience leading global transformation initiatives and her expertise in governance matters.”

Lack of Regulatory Support: The Main Obstacle for Family Offices Facing Digital Assets

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Family offices are steadily increasing their focus on cryptocurrencies and digital assets as part of their investment strategies. This is according to a study conducted by Ocorian among business family members and senior family office executives across 16 countries, who collectively manage $119.37 billion in wealth.
According to the research, 86% of respondents are taking steps to incorporate these types of assets into their portfolios. However, the rollout of these strategies is being conditioned by growing regulatory demands and the difficulty of finding specialized providers capable of responding to the compliance and reporting obligations associated with this asset class.

Regulation: The Main Obstacle Moving Forward

The report highlights that 70% of family offices considering investments in cryptocurrencies and digital assets face difficulties accessing external services to help them manage regulatory compliance and reporting obligations. Only 30% consider this aspect not to be an issue.
The lack of specialized support comes within a broader challenge related to increasing global regulatory complexity. Barely 8% of family offices consider themselves “very well prepared” to face global regulatory requirements, while 74% state they are in a “fairly solid” position, though acknowledging that the regulatory landscape demands constant adaptability. Furthermore, 18% rate their level of preparedness as merely “average,” underscoring the need to strengthen specialized support.

Industry Demands More Specialized Advisory Services

Rebecca Thorpe, Global Head of Regulatory Consulting at Ocorian, points out that family offices are incorporating digital assets at a rapid pace, but warns that “the complex and rapidly shifting regulatory and reporting obligations attached to these assets cannot be ignored.”
In her view, regulators are struggling to keep pace with market innovation, and traditional service providers do not always possess the capacity required to support this evolution. Consequently, finding agile, specialized advice has become one of the primary hurdles for high-net-worth investors seeking to capitalize on the opportunities offered by digital assets.
The study concludes that as the market for cryptocurrencies and other digital assets matures, the availability of regulatory compliance solutions will be a key factor in accelerating their adoption into family office investment portfolios.

InCadense Bets on Accelerating Fee-Based Adoption in Latin America with BlackRock Alliance

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Photo courtesyA.J. Harper (left), Managing Partner and Co-Founder of inCadense; and Francisco Rosemberg (right), Managing Director and Head of Wealth and Family Capital for Latin America at BlackRock
Amid the evolution of the fee-based model in Latin American and US Offshore markets, wealth management technology company inCadense and American asset manager BlackRock announced a partnership aimed at accelerating the transition toward more scalable, transparent, and portfolio-centric advisory models in the region.
According to executives Francisco Rosemberg, Managing Director and Head of Wealth and Family Capital for Latin America at BlackRock, and A.J. Harper, Managing Partner and Co-Founder of inCadense, in an interview with Funds Society, the strategy consists of combining the global asset manager’s investment expertise with the technology company’s infrastructure.
In this partnership, inCadense brings its Unified Managed Account (UMA) structure—which enables bundling multiple investment strategies within a single account—along with its iTAMP, created to allow advisors and managers to deploy international managed accounts without needing to build the entire operational setup from scratch.
“The migration toward fee-based models, the growth of managed accounts, and the demand for more sophisticated investment solutions do not happen overnight. What we have observed is that the demand already exists, both in Latin America and in offshore markets,” says BlackRock’s Rosemberg. “What was missing was the infrastructure to connect advisors, solutions, and clients. That is exactly what this partnership seeks to do: bridge that gap and accelerate that transformation.”
The executives also highlighted the growth of fee-based models in Latin America, where penetration still hovers around 10% to 12% in domestic markets, compared to 53% in the United States and 42% in Europe (according to Cerulli data).
“The demand already exists. The challenge is eliminating complexity so that advisors can offer holistic solutions to their clients. That is precisely why we developed this infrastructure,” says Harper, from inCadense.
They also discussed the expansion of managed accounts in the United States, which currently manage $16.4 trillion in assets and continue to record strong growth, alongside the evolution of fee-based portfolios—moving beyond simple ETF allocations to incorporate mutual funds and alternative assets, such as private credit, private equity, and real estate.
For both executives, the primary barrier to this transformation was never investor demand, but rather the lack of a technological infrastructure capable of connecting advisors, custodians, and asset managers across different markets and jurisdictions.

Why did BlackRock and inCadense decide to form this partnership?

Francisco Rosemberg (BlackRock):
“We are observing wealth managers across Latin America and in offshore markets evolving toward fee-based advisory models. These models are more scalable, more transparent, and ultimately designed to deliver better outcomes for clients.
BlackRock’s role in this partnership is to provide investment capabilities, portfolio construction expertise, and support advisors in transitioning from a transactional model toward a long-term wealth consultancy model.
inCadense complements that effort by offering technological infrastructure. Its Unified Managed Account (UMA) and Separately Managed Account (SMA) capabilities simplify portfolio implementation across different jurisdictions, custodians, and currencies.
We believe this collaboration will help reduce much of the operational friction that historically hindered the adoption of fee-based models in the region. Ultimately, it is a model that offers greater cost transparency, strengthens advisor-client alignment, and transforms the role of the advisor—who stops acting as a product distributor to focus instead on financial planning, portfolio construction, wealth management, and long-term advice.”
A.J. Harper (inCadense):
“The biggest challenge was never demand. The challenge was always infrastructure. When the industry shifts away from distributing standardized products, such as mutual funds, toward delivering complete portfolio solutions, overall operational complexity increases significantly.
Investors want customization. They want a portfolio built specifically for them, not a one-size-fits-all product. Until today, many advisors simply lacked access to the technology required to deliver that experience.
It was precisely to solve that problem that we created the iTAMP (International Turnkey Asset Management Platform). Our platform connects advisors to multiple custodians, execution platforms, and operational workflows within a single infrastructure designed specifically for the international market.
Our goal is to remove day-to-day operational complexity for advisors so they can dedicate their time to client relationships rather than account reconciliations, rebalancing, trade execution, or administrative processes.”

What is a Unified Managed Account (UMA)?

A.J. Harper:
“A UMA allows the advisor to build a single, integrated portfolio using multiple investment strategies simultaneously. Within the same account, it is possible to combine ETFs, fixed income, equities, SMAs, private investments, and alternative strategies.
Each of those strategies can be managed by specialized teams, while the overall portfolio remains coordinated according to the client’s risk profile and goals. Instead of selling individual products, the advisor delivers a comprehensive investment solution.”

Why is this movement happening right now?

Francisco Rosemberg:
“We believe Latin America is reaching a pivotal inflection point.
Fee-based models are already well established in mature markets. Today, approximately 53% (according to Cerulli data) of assets managed in the United States follow this model. In Europe, market share hovers around 42%. In offshore markets, we estimate penetration close to 35%, up from nearly 20% just over five years ago.
In Latin America, however, we are still at an early stage. Across the entire region, we estimate penetration at around 20%, while in domestic markets that percentage still sits around 10% to 12%. That illustrates the size of the opportunity.
The demand is already there. Virtually every conversation we have with wealth managers trends in the same direction: they want to migrate toward portfolio-centric models and long-term advisory.
What was missing was the technological infrastructure to make that transition viable. That is precisely what this partnership intends to offer.”

How does Latin America differ from the United States in this regard?

A.J. Harper:
“The United States built an exceptional infrastructure for managed accounts. But it was designed specifically for the American domestic market.
The international advisor operates in a completely different reality. They handle multiple currencies, varying jurisdictions, numerous custodians, and very distinct regulatory environments.
Our role is to bring the US managed accounts experience to Latin America, but tailored to the specific needs of international markets. That is what makes our platform a genuinely international solution.”

Who will be able to use this platform?

A.J. Harper:
“There are different user profiles. The first group consists of advisors affiliated with large wealth management institutions. These firms can integrate their existing infrastructure with the iTAMP and deploy the platform to their advisors.
We also serve independent RIAs, external asset managers, family offices, and multi-family offices. These institutions typically already work with one or more custodians.
Our platform integrates directly into the operational environments they already use. We are not asking them to change their infrastructure; we connect directly to how they already operate.”

Which countries are leading the adoption of fee-based models?

Francisco Rosemberg:
“We are seeing progress across the entire region. Brazil and Mexico are among the markets accelerating this transformation the fastest, although adoption is growing across virtually all of Latin America.
Infrastructure remains one of the main hurdles. When we look at our own ETF franchise, we see this exact trend. Between 2018 and 2021, only 3% of flows into BlackRock’s iShares franchise came from model portfolios. Over the last two and a half years, that share has increased to approximately 15%.
When we expand that analysis to include model portfolios managed by wealth managers overall—not just BlackRock models—we estimate that roughly 30% of ETF utilization is now tied to model portfolios. That demonstrates how adoption accelerates once the proper infrastructure becomes available.”

How do you view the evolution of fee-based advisory in the region?

Francisco Rosemberg:
“Initially, much of the market focused on ETF-only models. But we believe that is only the first stage. Portfolios will evolve to incorporate a much broader range of solutions, including ETFs, mutual funds, SMAs, active ETFs, and alternative investments.
Today, nearly 70% of model portfolio providers already offer—or plan to offer—exposure to private markets, primarily private credit, private equity, and private real estate, typically through interval funds.
We believe Latin America will follow a similar trajectory as its infrastructure matures.”

Can the US market serve as a benchmark for this movement?

Francisco Rosemberg:
“Without a doubt. Today, the US managed accounts industry oversees approximately $16.4 trillion in assets. In 2025 alone, that market grew 19.1%, outperforming even the S&P 500 during that period, and attracted $1.08 trillion in net inflows.
In the first quarter of 2026, even as the S&P 500 declined by 4.3%, managed accounts continued to attract capital, gathering approximately $388 billion in net inflows. Projections indicate this market could reach around $21.8 trillion by 2028, growing at an annual rate close to 12%.
This shows that the transformation is driven not merely by market performance, but primarily by a structural shift in how advisors serve their clients.”
A.J. Harper:
“For many years, it was relatively easy for advisors to distribute financial products. Deploying customized portfolios, however, required an extremely complex operational setup.
Our goal is to make portfolio implementation as simple as selling a mutual fund used to be. Technology should sit in the background. Advisors should spend their time with clients; we take care of the infrastructure.”

Salaries in Sovereign Wealth Funds, Who Is Who?

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Sovereign wealth funds (SWFs) have become one of the most powerful and least visible employers in global finance. These state-owned vehicles collectively manage more than $12 trillion in assets, investing in equities, bonds, infrastructure, real estate, private equity, and private credit across every continent, while offering careers that combine institutional investing with a geopolitical dimension that is hard to find in the private sector.
The guide “Sovereign Wealth Fund Jobs 2026: Roles, Salaries & How to Get Hired” reveals a highly selective labor market where professionals with experience in investment banking, private equity, or institutional management can access compensation packages that reach up to $600,000 per year.

The Sovereign Wealth Fund Club

Sovereign wealth funds operate under low visibility, but that does not mean they lack relevance; quite the contrary. At the top of the sector sits Norway’s Government Pension Fund Global, the largest sovereign wealth fund in the world with over $2.1 trillion in assets and equity stakes in more than 9,000 companies across 70 countries. It is followed by giants such as China Investment Corporation, Abu Dhabi Investment Authority (ADIA), Kuwait Investment Authority, and Hong Kong’s Exchange Fund.
The ranking also includes major Gulf players like Mubadala Investment Company, ADQ, Investment Corporation of Dubai, and Dubai Investment Fund, as well as Asia-Pacific institutions like Korea Investment Corporation and Australia’s Future Fund.

How Much Does a Sovereign Wealth Fund Pay?

The main difference compared to other institutional investors lies in the combination of competitive salary, stability, and global exposure. According to the guide, investment positions are broken down into three main levels:
  • Analyst / Associate: Annual salary ranging between $120,000 and $250,000.
  • Investment Officer / Portfolio Manager: Annual salary ranging between $200,000 and $600,000.
  • Director / Senior Investment Professional: Annual salary of $500,000 or more.
The $200,000 to $600,000 range for an Investment Officer or Portfolio Manager represents the study’s most significant data point, placing sovereign wealth funds in direct competition for specialized talent against private equity firms and hedge funds.
These compensation packages have consolidated and increased to such an extent that they are now as competitive as those offered by major Wall Street firms—and in many cases superior—without factoring in additional perks provided by these funds, particularly regarding job security.

Who Pays the Most?

Although funds rarely publish full salary structures, the market identifies clear regional differences, summarized below based on key insights from the report:
  • Gulf Funds (ADIA, Mubadala, ADQ, ICD):
    • The most aggressive compensation packages in the market.
    • High salaries, competitive bonuses, and tax advantages in several jurisdictions.
    • A strong focus on direct investments and private markets.
  • Norway (Government Pension Fund Global):
    • Solid compensation, though generally less aggressive than Gulf funds.
    • Institutional prestige and exposure to one of the largest portfolios on the planet.
    • Strong emphasis on governance and long-term management.
  • Singapore (GIC and Temasek, though Temasek operates under a distinct corporate structure):
    • Competitive packages with a strong professional development component.
    • Greater openness to junior profiles compared to other sovereign funds.
    • Focus on training and international rotation.
The guide highlights that Gulf funds have intensified international hiring to reinforce teams in private equity, infrastructure, technology, and private credit, putting upward pressure on compensation.

The New Star Profile: Direct Investment

The traditional portfolio manager role is evolving. Today, sovereign wealth funds seek professionals capable of deal sourcing, leading co-investments, and executing direct investments, particularly in private assets.
Areas in highest demand include private equity, infrastructure, real estate, private credit, technology, artificial intelligence, and energy transition. This shift explains why many funds are recruiting talent directly from Blackstone, KKR, Apollo, Brookfield, and other alternative asset managers.
However, unlike major investment banks, most sovereign wealth funds do not engage in mass campus hiring for university graduates. The most common path involves building prior experience in investment banking, private equity, equity research, or asset management before transitioning into the sovereign sector.

Mergers & Inquisitions

The most notable exceptions are select graduate development programs at GIC and Temasek, which maintain training schemes for high-potential junior profiles.
Beyond salary, sovereign funds offer three advantages that are difficult to replicate:
  1. Long-Term Investment Horizon: They are not subject to quarterly public market pressures.
  2. Access to Large-Scale Deals: They participate in major acquisitions, strategic infrastructure, and national-level projects.
  3. Job Stability: State backing reduces the volatility characteristic of other financial segments.

The Key Takeaway for Latin America

For Latin American wealth management, asset management, and investment banking professionals, the message is clear: sovereign wealth funds are establishing themselves as direct competitors for specialized talent. The growth of private markets and the expansion of Gulf investment vehicles are creating opportunities for profiles with experience in deal structuring, sector analysis, and alternative asset management.
At a time when major global asset managers are also reinforcing their distribution and private markets teams, SWFs add an extra dimension: the ability to manage capital at a scale that transcends financial return and directly intersects with state economic strategy.
In other words, the appeal is no longer just how much they pay, but the magnitude of the decisions they enable you to make. In that domain, few employers in the financial world can compete with those who manage the savings of entire nations.

Liquidity Needs Make Continuation Funds Shine

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In a context where exits from private equity assets continue to show a complex landscape and appetite for the asset class remains bright, it is no surprise that continuation funds are establishing themselves as a popular liquidity solution in the market.
From being a fringe solution a decade ago, these vehicles have become a more everyday proposition, increasingly popular among asset managers and investors alike. And the figures reflect an expanding market.
Data from Preqin show that continuation funds went from 13 vehicles, with $9 billion in assets in 2018, to 123 closed vehicles globally last year, totaling $75 billion.
One of the ingredients behind this growing popularity is related to liquidity dynamics within the private equity market, which continue to evolve. “While exit activity has improved, driven by some large transactions, overall distribution remains below the historical norm and many investors continue to seek new ways to achieve liquidity solutions,” Schroders noted in a recent report.
Looking ahead, expectations are for momentum to continue, considering that this type of fund is becoming increasingly attractive to GPs.

Growing Interest

A survey conducted by Bain & Company earlier this year showed that 27% of the asset managers surveyed had initiated or completed a continuation vehicle transaction in the last 24 months.
Of this total, 22% involved a single-asset deal, 3% involved multi-asset strategies, and the remaining 2% used a mix of single-asset and multi-asset investments.
Projecting into the future, expectations are even more dynamic. Four out of ten GPs expect to explore one of these transactions within the next one to two years. 24% anticipate making single-asset investments, 5% multi-asset investments, and 11% both.
The drive behind this interest, as outlined in the Bain survey, lies in the search for liquidity. When asked about the strategic reasoning behind continuation deals—both executed and projected—53% pointed to providing liquidity for existing LPs.
The other priorities highlighted were acquiring more capital to use in add-on M&A (42% of respondents) and resetting investment horizons for assets that require a longer holding period (33%).
“It is clear that continuation vehicles are becoming an established part of the liquidity toolkit. Beyond delivering capital to LPs, many GPs are using them to refinance assets and fund mergers and acquisitions for ‘buy-and-build’ strategies,” the consulting firm concluded in its report.

The Importance of the Secondary Market

The boom in continuation vehicles has reinforced the importance of secondary markets. According to Schroders, both LP-driven portfolio sales and continuation investments continue to grow, to the point that 2026 is shaping up to be a new record year for capital raising.
“Continuation investments in particular are becoming an increasingly established feature of the private equity ecosystem. While they continue to benefit from cyclical liquidity needs, our analysis shows that their growth is largely structural, reflecting their ability to retain ownership of high-quality assets with greater upside potential while providing optional liquidity to existing investors,” the firm stated in its report.
All in all, this phenomenon has left its mark on the secondary market. Figures from specialized advisory firm Evercore Private Capital Advisory show that transaction volume in the first half of 2026 exceeded $120 billion.
This represents a 20% increase compared to June 2025 and positions it as the strongest first half on record. Furthermore, they emphasized that these data consolidate the strong results of last year, when annual volume grew by 40% to $226 billion.
It is worth noting that, of the total capital accumulated in secondary transactions this year, the largest share comes from GP-led activity, at $65 billion. In contrast, LP-driven transactions totaled $56 billion.
“Single-asset continuation vehicles represented the largest share of GP-driven activity, concentrated in high-quality assets,” Evercore emphasized in its report.

BlackRock To Offer Access To Select European UCITS Funds Via Tokenized Shares

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BlackRock has announced the launch of its first tokenized fund access offering in Europe through on-chain share classes for select money market funds within the BlackRock Institutional Cash Series (ICS) range. Through this initiative, the asset manager expands blockchain-based capabilities to Europe’s largest liquidity management platform, with the objective of enhancing efficiency, transparency, and accessibility.

To execute this, BlackRock will leverage J.P. Morgan’s Kinexys asset tokenization platform, enabling the new ICS fund share classes to issue digital tokens on the Ethereum blockchain. According to the manager, this framework will allow eligible investors to access tokenized versions of existing liquidity management strategies while preserving the institutional strength and regulatory oversight inherent to money market funds.

“The new tokenized share classes offer several key features, including access to a yield-generating money market fund backed by broad scale and high liquidity. Additional capabilities include the ability to transfer tokens between investors 24 hours a day, 7 days a week, alongside near-real-time visibility and movement of positions on the blockchain. Each token represents an underlying share of an ICS fund, while the official shareholder register will continue to be managed via the fund’s traditional transfer agent infrastructure,” the firm stated.

New Use Cases for Money Market Funds

BlackRock notes that tokenized share classes enable the direct transfer of fund holdings between authorized digital wallets using smart contracts—automated software programs that execute once predefined conditions are met. According to the firm, this technology will unlock new application layers for money market funds, including:

  • Corporate Treasury Optimization: Streamlining liquidity management and capital efficiency.

  • Digital Collateral Management: Facilitating real-time pledge and transfer mechanics.

  • Broadened Distribution Channels: Expanding delivery via banks, wealth management platforms, and digital networks.

  • Financial Ecosystem Integration: Seamlessly embedding liquidity into broader tokenized market structures.

Beccy Milchem, Global Head of Liquidity Distribution and International Cash Management at BlackRock, noted: “This launch represents a major step in the evolution of how investors access and manage their liquidity, while contributing to the modernization of capital markets infrastructure.”

Hannah Winter, Head of Digital Cash at BlackRock, emphasized: “Tokenized money market funds allow high-quality, short-term investments to transition into digital environments while maintaining the exact same standards of capital preservation, liquidity, and risk management.”

Kara Kennedy, Global Head of Market Development at Kinexys by J.P. Morgan, added that “tokenization has moved from concept to execution,” pointing out that tokenizing share classes brings native blockchain functionalities to established institutional products.

Partnership with Kinexys by J.P. Morgan

Kinexys serves as the dedicated blockchain business unit within J.P. Morgan Payments. Its tokenization platform plays a pivotal role in issuing and managing the lifecycle of the tokenized shares, handling critical operations such as token minting and burning.

Furthermore, Kinexys functions as the operational bridge between on-chain activity and the traditional transfer agent infrastructure, ensuring full alignment with existing operational workflows while introducing digital asset functionality.

Latin American Wealth Migration Triggers A “Wave Of Advisors” In US Offshore Business

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Historically, access to high-net-worth and ultra-high-net-worth clients (HNWIs/UHNWIs) in the US Offshore segment was monopolized by traditional private banking. Global institutions such as UBS, J.P. Morgan, Citi Private Bank, and Santander Private Banking controlled both custody and distribution through closed or guided architectures.

However, the ecosystem has shifted radically due to three primary drivers:

  • Proliferation of Independent Advisors (RIAs and Multi-Family Offices): Private banking professionals have migrated en masse toward independent firms in Miami or intermediary platforms (independent broker-dealers), demanding open architecture and products free from parent-company bias.

  • Demand for Private Markets and Liquid Alpha: Clients are no longer satisfied with traditional stock and bond portfolios; they are actively demanding private credit, real estate, infrastructure, and thematic strategies.

  • Fee Pressure: Investors seek to eliminate the double layers of fees associated with traditional private banks, preferring direct relationships or guidance from fee-only advisors.

In light of this landscape, asset managers have chosen not to rely solely on distribution through traditional private banks. In recent months, the deployment of senior sales teams and direct distribution agreements in hubs like Miami has intensified to service US Offshore platforms directly.

This evolution has heightened competition among asset managers, who no longer limit their offerings to traditional funds. The updated product suite incorporates UCITS vehicles, ETFs, private credit, private markets, global fixed income strategies, and solutions tailored specifically for high-net-worth investors with offshore structures.

Within this new paradigm, Miami consolidates its standing as the primary decision-making hub for Latin American wealth and the focal point where major international firms wage an escalating battle to capture the region’s assets.

Implications for Traditional Private Banking

This surge of asset managers poses a direct threat to the margins of the traditional private banking model. While institutions like UBS or Citi attempt to retain assets through their integrated custody and wealth management platforms, they face an increasingly sophisticated client base that is unbundling its services: custody remains with low-cost platforms or independent US custodians (such as Pershing, Charles Schwab, or Fidelity), while investment strategy design is delegated to specialized managers.

For the high-net-worth Latin American client, the result is a significantly broader and more competitive investment offering. Global asset managers compete head-to-head in markets like Miami to design tailored solutions for a capital base that shows no signs of returning to its home markets in the near term.

The ultimate consequence is a fundamental redefinition of the competitive model in the US Offshore business. The contest is no longer fought solely among private banks for asset custody, but between banks and global asset managers for control of the client relationship.

Japan’s Labyrinth: Higher Inflation, A Weak Yen, And Tighter Monetary Policy

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The market is seeing a reduction in overweight positions in 10-year Japanese Government Bonds (JGBs), reflecting rising domestic inflation, yen weakness, high energy prices, and the Bank of Japan’s (BoJ) trajectory of gradual monetary policy tightening.

During the first half of 2026, inflation in Japan has remained at moderate levels compared to previous years, hovering below the official 2% target set by the BoJ. In fact, the monetary institution revised its median core CPI estimate downward to 2.5%, compared to the 2.8% previously estimated. Furthermore, the BoJ projects that core inflation will hover around 2.4% in FY27 and 2.0% in FY28, suggesting a progressive anchoring around the official long-term target.

Inflation Management

According to experts, this downward revision is primarily attributed to the temporary effect of government energy subsidies during the summer months, among other measures. “Japan has announced plans to reduce the consumption tax on food from 8% to 1% starting in April 2027, aiming to address cost-of-living concerns amid low public approval regarding inflation management. Although fiscal risks persist, retail and food and beverage companies are the primary beneficiaries,” notes Louis Chua, Asia Equity Analyst at Julius Baer.

In a press conference held on the afternoon of July 27, 2026, Japanese Prime Minister Sanae Takaichi announced that a proposal to reduce the consumption tax will be presented later this week, lowering the tax on food products from 8% to 1%, effective April 2027. To provide context, Chua explains that reducing the food consumption tax is a key campaign promise of the ruling Liberal Democratic Party (LDP), with the cost of living being one of the top concerns among Japanese citizens.

“According to the latest Yomiuri poll, only 21% of respondents approve of the government’s response to high inflation, while 71% disapprove, which may have contributed to the recent downward trend in the government’s approval ratings. A bill to approve the tax cuts will be submitted to the Diet of Japan following the conclusion of bipartisan debates, despite the opposition having previously opposed these cuts,” the Julius Baer expert points out.

Monetary Policy

This concern over the standard of living in Japan leads directly to analyzing the BoJ’s recent moves. Although it kept its policy rate unchanged at its July 30–31 monetary policy meeting, the Outlook Report contained several hawkish elements, such as upward revisions to its real GDP growth forecasts for fiscal years 2026 and 2027. However, Japanese sovereign bond futures experienced a mild bounce following the release of the statement and report. “Overall, markets did not seem convinced that the report provided sufficient justification to price in additional rate hikes,” BofA analysts note.

Nevertheless, they believe that whether markets assign a higher probability to a September rate hike will largely depend on the extent to which the Takaichi administration shows support for further increases. In this regard, the next key catalyst will be the Summary of Opinions, scheduled for publication on August 10, specifically the comments from the Cabinet Office representative attending the meeting.

“Governor Ueda’s statements during the press conference carried a somewhat hawkish tone. His comments, noting that the risk of Japan returning to deflation has diminished and that clear signs of a significant rise in inflation expectations have recently emerged, suggested the possibility of a faster pace of rate hikes. As a result, the market-implied probability of a hike at the September meeting has increased,” stated Tomonobu Yamashita, Interest Rate Strategist at BofA.

Intervention to Curb Yen Weakness

For BofA experts, a key takeaway from this BoJ meeting was that while hawkish elements were present, they were not sufficient to exert renewed downward pressure on USD/JPY after the pair had already been pulled lower by suspected foreign exchange market interventions.

In the view of Shusuke Yamada, FX and Rates Strategist at BofA, the risk of further yen depreciation persists if left unchecked. “If authorities allow USD/JPY to rebound upward, their credibility could be eroded, raising the cost of future interventions down the road. In our view, this is precisely the moment when authorities should firmly push USD/JPY lower and prevent a rapid return to the yen weakness trend. We continue to believe that a consolidated break below ¥155 could alter market dynamics in USD/JPY. Such a move could trigger a broader shift in positioning and flow patterns that have long favored yen weakness. As we see it, authorities should now demonstrate clear resolve to defend the currency,” Yamada argues.

In fact, authorities have already taken action. As explained by Sree Kochugovindan, Senior Economist at Aberdeen Investments, coordinated foreign exchange market interventions were conducted by Japan and the United States to help stem yen weakness. This marks the first coordinated intervention since 2011, which was aimed at curbing yen appreciation following the Great East Japan Earthquake.

“On July 30, at a strategically chosen moment—after the Federal Reserve’s policy meeting and prior to the BoJ’s—Japan’s Ministry of Finance (MoF) carried out an estimated unilateral intervention of between 8.5 and 10 trillion yen, while the Federal Reserve Bank of New York conducted rate checks. This helped spur a sharp, albeit only partially sustained, rally in the yen from multi-decade lows,” she explains. Subsequently, on July 31, Japan sold USD/JPY again, while the New York Fed sold EUR/JPY on behalf of the US Treasury via two US dealers.

In her view, over the short term, the combination of intervention risk, US backing, and a more hawkish BoJ stance increases the likelihood of further short-covering trades in USD/JPY, especially given the high level of speculative short positions on the yen.

“Further appreciation could also ripple across other markets as carry trades are unwound. This was previously observed in the summer of 2024, when a surprise announcement from the BoJ triggered a sharp rise in the yen. For Japanese Government Bonds (JGBs), growing concerns over yen-driven inflation and rising expectations of further BoJ tightening measures should maintain upward pressure on yields, particularly if exchange rate weakness resumes and strengthens the case for an earlier rate hike. However, over the long term, intervention alone is unlikely to reverse the trend without further normalization by the BoJ and narrower rate differentials,” the Aberdeen Investments expert concludes.