What Investor Behavior Tells Us About Private Markets

Private markets have undergone a quiet but profound transformation over the past decade. Once viewed primarily as the domain of large institutions, they are increasingly becoming a central component of sophisticated individual portfolios. Recent investor research by Goldman Sachs offers valuable insight into how perceptions, allocations, and priorities are evolving, and what these shifts signal for long-term investors and business builders.

While market commentary often focuses on short-term sentiment, investor allocation behavior offers a more durable signal. The 2025 survey reveals not only continued interest in alternative investments but also a maturing perspective on risk, liquidity, and long-term value creation.

For TZG, these findings echo themes we observe across private market transactions, investor dialogue, and capital formation dynamics.

Alternatives Adoption Reflects Portfolio Maturity

One of the most consistent patterns emerging from investor data is the relationship between wealth and alternatives adoption. As portfolios grow, allocations to private equity, private credit, and private real estate tend to increase meaningfully.

% Share of people who have alternatives in their investment portfolio

Investors in the lower wealth tiers often prioritize liquidity and capital preservation. However, beyond certain portfolio thresholds, alternatives adoption accelerates sharply. This inflection point suggests that exposure to private markets increasingly becomes not an opportunistic choice, but a structural allocation decision.

For experienced investors, alternatives serve several strategic purposes:

  • Traditional equity/bond portfolios face structural challenges
  • Return dispersion is widening
  • Diversification benefits of private markets remain compelling
  • Reduced reliance on public market cycles

Risk Perception vs. Investment Reality

Despite growing adoption, a significant number of investors continue to label alternative investments as “high risk.” This perception often stems from concerns about illiquidity, complexity, or unfamiliarity rather than underlying asset fundamentals.

Interestingly, research shows a notable divergence between perception and experience. Investors already allocating to alternatives frequently rate them as less risky than non-users. Familiarity, transparency, and time horizon alignment appear to reshape risk interpretation.

Illiquidity, in particular, remains widely misunderstood. For investors with long-term capital and disciplined portfolio construction, reduced liquidity is not inherently a disadvantage. In many cases, it serves as a structural feature that supports long-duration value creation strategies.

Growth Increasingly Resides in Private Markets

Another structural factor driving investor behavior is the changing composition of the global business landscape. The number of publicly listed companies has declined significantly over recent decades, while private equity-backed enterprises have multiplied.

Many of today’s most dynamic companies choose to remain private longer. They seek operational flexibility, long-term capital alignment, and reduced short-term market pressures. As a result, a growing share of innovation, transformation, and value creation occurs outside public exchanges.

For investors focused on capturing these growth dynamics, private markets are evolving from “alternative” to “essential.”

The Generational Reframing of Portfolio Strategy

Generational differences further reinforce this trajectory. Younger investors demonstrate higher familiarity with alternatives and greater openness to private market exposure. Their motivations often extend beyond diversification toward:

  • Access to innovation
  • Unique investment opportunities
  • Long-term capital growth
  • Differentiated sources of return
Asset Allocation by Generation

This shift reflects not only changing product accessibility but also a broader reframing of portfolio construction philosophy.

Education and Clarity Remain Critical

While adoption trends are clear, research also highlights a persistent education gap. Alternatives are discussed less frequently between advisors and clients compared to traditional products such as ETFs or tax strategies.

Level of Education among Investors about Different Strategies

As private markets continue to expand their role, investor outcomes will increasingly depend on:

  • Clarity of objectives
  • Understanding of liquidity profiles
  • Alignment with time horizons
  • Selection of experienced partners
  • Thoughtful portfolio integration

The TZG Perspective

Investor behavior offers more than a snapshot of allocation preferences. It reflects a deeper recognition that markets, businesses, and value creation pathways are evolving.

For long-term investors, the conversation is shifting from “Should alternatives be included?” to “How should alternatives be integrated intelligently?”

For operators and business builders, this shift reinforces the enduring relevance of private ownership structures that prioritize patience, discipline, and long-term strategy execution.

We have long believed that durable value is built through disciplined execution, strong partnerships, and patient capital. Private markets naturally align with these principles. They provide an environment where transformation, operational excellence, and long-term thinking can compound over time.

As investor behavior continues to evolve, it becomes increasingly evident that private markets are not simply expanding, they are redefining the architecture of investing. They continue to offer compelling opportunities for disciplined investors focused on operational effectiveness, resilience, and long-term value creation.

See the full original research document here

We welcome thoughtful conversations and exchange of ideas with founders, operators, and investors.

The Formula for Enduring Success in Family-Owned Businesses

What makes family-owned companies not just survive – but outperform?

Family-owned businesses generate more than 70 % of global GDP and employ 60 % of the world’s workforce. Their impact – and their example – are extraordinary.

A recent McKinsey & Company Study Report found that family businesses combine resilience with superior long-term performance.

Across 1,800 companies analyzed, family-controlled firms achieved higher economic profit and shareholder returns than non-family peers—often by thinking in generations, not quarters. The report finds 4 critical mindsets and 5 strategic actions that are specific to high performing family-owned businesses.

1. Purpose Beyond Profits

McKinsey found that 93% of top-performing family businesses define a clear purpose beyond financial returns—and more than half actively measure their social and environmental impact.
These organizations view purpose as an operational compass, shaping decisions from hiring to community engagement.

TZG Perspective:
We believe that values create value. Our TZG Way centers on integrity, meritocracy, and devotion to excellence—principles that guide not only investment decisions but also how we support our portfolio leaders.
When purpose is embedded in culture, performance follows.

2. A Long-Term View and Reinvestment Mindset

The outperformers McKinsey studied share a “decades mindset,” favoring reinvestment over dividends. Between 2017 and 2022, family-owned firms delivered dividend yields 12% lower than peers yet achieved higher economic profit and proved far more resilient in crises.

TZG Perspective:
Patient capital is an advantage. We reinvest earnings to fuel talent growth, innovation, and efficiency rather than optimize for short-term payouts.
Through multi-year planning and close operational partnerships, we help our companies scale without sacrificing their DNA.

3. Financial Caution and Resilience

Family businesses are known for conservative balance sheets—and McKinsey’s data confirms it.
Their net debt-to-equity ratios are 6–10 points lower than peers’, providing the buffer needed to weather recessions and rebound faster. The lesson: prudence enables independence.

TZG Perspective:
As a family office, we share that discipline. Every acquisition is structured to strengthen—not strain—the balance sheet.
We prioritize flexibility and optionality in financing, ensuring our partners can invest when opportunity arises and stand resilient when markets tighten.

4. Efficiency and Decision Speed

Unlike clunky corporations slowed by layers of bureaucracy, high-performing family enterprises excel at fast, values-aligned decision-making making them more efficient at both investing and operations compared to their peers.
McKinsey found that they balance agility with deliberation – acting quickly when aligned, patiently when perspectives diverge.

TZG Perspective:
Our partnerships reflect the same model.
We invest in leadership development and culture building, empowering management teams with autonomy while maintaining clarity of purpose and accountability.

5. Strategic Actions That Differentiate Winners

McKinsey highlights five strategic actions that, combined with these mindsets, deliver outsized results:

  1. Diversification
  2. Dynamic resource allocation
  3. Capital and operational efficiency
  4. Relentless focus on talent
  5. Strong governance

At The Zaf Group (TZG), our mission to build impactful, values-based businesses has led us to partner with exceptional family- and founder-led companies such as ACP CreativIT and Storr.
The McKinsey findings validate what has guided our “TZG Way” investment philosophy from day one—and reflect how we build enduring value:

  • Drive smart growth through a combination of organic expansion and strategic M&A that strengthen the core.
  • Pursue operational excellence, focusing relentlessly on high-impact growth levers.
  • Invest in people and governance, ensuring both continuity and accountability.

These are principles we live by at TZG – helping family businesses grow stronger, smarter, and more sustainable. Purpose, patience, prudence, and people are the cornerstones of lasting success.


Learn More

Explore the full McKinsey report including a link to the original Study HERE.

Visit our Portfolio to see the family-owned companies TZG partners with.

Follow The Zaf Group on LinkedIn for more insights on leadership, growth, and long-term value creation.