An investment-aware client for your data, research, models, and portfolio decisions. Connect the investment team’s analysis to the CIO’s allocation choices and the committee’s opportunity set.
Keep control of your data. Put it to work through Alt Indices.
As institutions transition from traditional Strategic Asset Allocation (SAA) models to the Total Portfolio Approach (TPA), private assets need the same transparency, comparability, and benchmark rigour long-established in public markets.
Illustrative team names and reporting lines. Not a claim that every institution has this structure.
Their strategy labels differ, but they share several underlying companies and frequently invest alongside the same counterparties. The second manager adds some distinct investments, but less diversification than the labels alone suggest.
A shared network is a reason to investigate connected exposures. It is not, by itself, proof that the managers own the same risks.
Most of the valuation uplift came from a small group of holdings. The analysis separates changes in operating performance, valuation assumptions, and realised exits, so you can see whether the result reflects broad portfolio progress or a few concentrated outcomes.
Each holding’s change in carrying value between entry and 30 Jun 2026 is split into reported operating movement (revenue and margin), the change in the valuation basis applied by the manager, and realised proceeds. Where operating data is missing or the valuation basis is not disclosed, the driver is marked as not established rather than estimated.
Its observed pattern is an early entrant: it first invested in several companies before their major valuation milestones, rather than joining only after they were established winners. The profile also shows how often that pattern appears across the wider investment record.
These are proposed behavioural categories, not regulatory credit ratings or verified predictors of returns. A manager can exhibit more than one behaviour. Universe: 19 first-entry investments 2016–2022, 17 with verified entry dates, non-successes included.
It fell between two mandates. The venture team could invest in primary rounds but not secondary purchases. The secondaries team could buy fund interests but not direct company shares. Neither team owned this opportunity, so it stopped before diligence.
Direct company share secondaries would be assigned to the secondaries team with a joint review by the venture team that covers the company’s stage. This is a preview for the committee to consider, not a change to either mandate.
Customer benefit · Identify opportunities that fall outside existing team boundaries and make their route through the institution explicit.
Boundary · This establishes an eligibility or routing barrier. It does not prove that the institution could have secured an allocation or earned a particular return.
It was excluded by geography. The current mandate limits new private-market commitments to North America excluding Canada until the 2027 policy review, so the opportunity stopped at the eligibility screen before any team assessed it.
One condition stopped this opportunity. The team-boundary explanation does not apply here and is not combined with it.
It was excluded by geography. The current mandate limits new private-market commitments to North America excluding Canada until the 2027 policy review, so the opportunity stopped at the eligibility screen before any team assessed it.
One condition stopped this opportunity. Not rejected on investment merit; this establishes an eligibility barrier, it does not prove the institution could have secured an allocation.
The European buyout team’s selected managers performed strongly against their comparable-manager group. The North American growth sleeve also performed well, but its selected managers were closer to their peer benchmark. The dashboard separates these comparisons rather than treating the strongest market return as the strongest manager-selection result.
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Customer benefit · Understand where selection outcomes are stronger, where exposure to the market explains more of the result, and where further analysis could improve allocation choices.
Teams are not ranked using raw returns across incompatible strategies or vintages. Manager-selection comparisons, allocation effects, and market comparisons are kept distinct. Outperformance is evidence to examine, not automatic proof of team skill.
Accepted findings, model assumptions and alternative cases are retained so later work can reuse them. Customer holdings, mandates and research stay in the customer’s tenant.
See how investors, managers, funds, securities, co-investments, intermediaries, and underlying companies connect across markets. A shared identity layer reveals look-through exposure and relationships that separate systems cannot see.
One connected map of your portfolio.
Three forms of awareness sit behind every answer in the prototype above. Each chip jumps to the place where you meet it.
We measure where managers and investments sit in the market network. A highly central VC fund can be a positive signal, reflecting stronger access to investors, companies, and deal flow. In private credit, the same centrality can signal risk, revealing concentration around shared borrowers, sponsors, or counterparties.
Purple dots are deals both managers hold. The ontology makes the deals comparable; the network shows the overlap.
The model understands market language: strategies, deal rounds, industries, geographies, and lifecycle stages, so funds are compared by what they invest in, not what they call themselves.
A “growth equity fund” and a “late-stage venture fund” investing at the same stage of a company’s lifecycle are treated as peers, regardless of label.
Every answer in the prototype opens onto its evidence: the holding record, document, policy, transaction observation, or model input behind it, with its date and limitations.
Portfolio company summaries, opened directly from the performance figure they support.
Limitation: operating metrics disclosed for 11 of 17 holdings.
Trace how interest rates, credit conditions, liquidity, and public-market valuations affect financing costs, exits, cash flows, and valuations across funds, co-investments, public holdings, and intermediaries.
Funds · Co-investments · Public holdings · Intermediaries
Every driver traced to funds, co-investments, public holdings, and intermediaries. Where evidence cannot support a decomposition, we show "Driver not established", not an invented explanation.
Attribute performance and test scenarios through one Total Portfolio Approach.
Alt Indices is a private-markets client that connects the questions asked by investment teams, CIOs, and committees, using the same data, investment relationships, and institutional context.
Keep your data and existing systems. Add a private-markets client that connects the evidence, understands the relationships, and helps you work through the portfolio question.