BlackRock Aladdin Expands Private Credit Solutions on Preqin

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

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

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

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

The Enhancements

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

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

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

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

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

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

Mora Capital Group Surpasses $3 Billion in Assets Under Management

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Photo courtesyJoaquín Francés, Chief Executive Officer (CEO) of Mora Capital Group

Mora Capital Group, headquartered in Miami, closed 2025 with $3.056 billion in assets under management (AUM), representing growth of 59% since 2022. The firm, which operated under the name Boreal Capital Management until March 2027, updated its name to strengthen its boutique private banking model in the United States, characterized by a client-focused approach, and to align it with the name of its parent company, MoraBanc Group, as well as the surname of its founders.

“Our firm’s consolidation in the United States is already a reality, and we are convinced that our growth potential remains significant. We are achieving meaningful growth in our volumes thanks to a business model focused on quality and on the satisfaction of our bankers, who are key to building long-term relationships with clients,” said Joaquín Francés, Chief Executive Officer (CEO) of Mora Capital Group.

In 2022, Mora Capital Group’s assets under management stood below $2 billion. The rapid expansion in AUM has been driven mainly by the strong performance of two distinct business areas: Mora Capital Management, which encompasses advisory activities, and Mora Capital Securities, a broker-dealer specialized in brokerage and execution services, as well as access to financial markets and products.

A Key Pillar of the Group’s Business

The strong performance of Mora Capital Group in Miami and other international subsidiaries was reflected in the consolidated results of its parent company, which reached a new milestone in 2025, with €20.141 billion in assets under management. With net profit of €62.5 million, MoraBanc Group recorded its tenth consecutive year of uninterrupted growth.

Volatility Complicates the Rebirth of Liquidity in Private Equity

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

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

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

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

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

First-Quarter Signals

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

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

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

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

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

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

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

Better Numbers, for Fewer Players

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

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

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

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

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

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

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

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.

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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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.