Private Equity Opportunities 

Private equity is no longer a niche corner of the market that only institutions can access. For many individuals and family offices, it has become a deliberate part of portfolio construction, alongside other alternatives such as private credit, infrastructure, specialist real assets, and secondaries.

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The opportunity is real, but so are the traps. The winners are rarely the people who chase the most exciting story.

They are the people who run a repeatable screening process, understand liquidity properly, and only commit when structure, fees, governance, and alignment make sense.

The easiest way to think about our Private Equity Opportunities service is this. We help you source opportunities through our network, then we help you slow the decision down just enough to make it a good one. We support screening, introductions, documentation, and coordination with legal, tax, and regulated advisers, but we do not provide regulated investment advice.

Family offices continue to allocate heavily to alternatives. UBS reported that, on average, alternatives represented 44% of family office portfolios in 2024, up from 42% in 2023. 

Within that, private equity is still a material allocation. UBS shows family offices trimmed from a peak 22% private equity allocation in 2023 to 21% in 2024 (11% direct, 10% via funds / funds of funds), with those making changes planning 18% in 2025. 

The “alternatives” story is not just global averages. UBS also highlights regional tilt, for example Middle East family offices with portfolios split 50% alternatives / 50% traditional, including 25% in private equity. 

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Private equity activity has also shown clear signs of recovery at the larger end. McKinsey reports 2025 private equity deal value rebounded, increasing 19% to $2.6 trillion, and buyout and growth deals larger than $500m hit a record $1.1 trillion, up 44% versus 2024. 

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At the broader “private capital” level, McKinsey estimates aggregate global private capital AUM at approximately $22 trillion in 2024, and notes that alternative forms of capital represent nearly 33% of private market AUM. 

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At the same time, capital raising has been slower and more selective, which is exactly why disciplined access matters. Bain notes buyout fundraising ended 2024 at $401bn (23% lower than 2023), and that fundraising timelines have stretched, with average time on the road around 20 months and 38% of buyout funds taking two years or more to close in 2024. 

The UBS chart highlights the practical shift in family office allocations over recent years. Private equity remains structurally “in the mix”, while private debt has grown from a small allocation to a more meaningful sleeve, and cash has been reduced as portfolios are put to work. 

The McKinsey deal-value chart shows the same story from a different angle. Bigger deals returned in 2025, and the top end of the market drove a record year for large transactions. 

The AUM chart frames the wider alternatives backdrop. Private capital is large, and it is evolving, with more capital flowing through structures beyond the classic closed-end fund model. 

Sourcing and mandate matching. We can share opportunities and mandates we currently have visibility on through our network, but we do not “spray and pray”. We match what is available to what you are actually trying to achieve, ticket size, time horizon, sector preference, liquidity tolerance, jurisdictional constraints, and any personal requirements.

High-level screening before you waste cycles. We help you pressure-test, quickly and calmly.

• What is the opportunity, fund, direct, co-invest, secondary, GP-led, evergreen, SPV.
• Who is the manager, stability of team, track record context, strategy drift, deployment pace.
• What are the terms, fee stack, carry mechanics, fund expenses, SPV layers, and who gets paid for what.
• What is the liquidity reality, lock-ups, extensions, transfers, gates, and the realistic path to distributions.
• What is the alignment, GP capital at risk, conflicts, side letters, valuation policy, and reporting discipline.

Documentation and coordination. We keep the process moving and organised. We will coordinate introductions, help you build a clean diligence question set, and support the workflow with your tax, legal, and regulated advisers so you are not trying to manage the entire project through email threads.

You use CGI because access without process is a liability.

 

We sit between “interesting opportunity” and “well-structured commitment”.  We bring:

• A practical, decision-ready screening approach that focuses on structure, fees, liquidity, and alignment.

• Network access, with the ability to discuss what opportunities and mandates are currently live.

• Coordination discipline, so your advisers get clean inputs and you avoid last-minute surprises.

• A family office mindset, meaning we care as much about governance, evidence, and reporting as we do about the investment story.

If you want to explore private equity or alternatives, reach out with a short note on your target ticket size, preferred themes, and liquidity tolerance.

 

We will respond with what opportunities and mandates we currently have, and if there is a fit, we will outline the screening pathway and the adviser coordination required before you commit.