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New CEO for Siemens UK & Ireland vows to ‘build on strong foundations’ at global giant

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Brian Holliday has worked at Siemens for more than 32 years

Manchester-based Brian Holliday has been named as the new Chief Executive Officer of Siemens UK and Ireland.

Manchester-based Brian Holliday has been named as the new Chief Executive Officer of Siemens UK and Ireland(Image: Siemens)

Industrial and technology giant Siemens has named Brian Holliday as its CEO of its £4.6bn UK and Ireland business to “build on the strong foundations already in place”.

Manchester-based Mr Holliday has worked for Siemens for more than 32 years across a number of leadership and tech roles. He has been a member of the UK and Ireland senior leadership team for 10 years and will continue as managing director of Siemens Digital Industries.

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Mr Holliday is a Fellow of the Royal Academy of Engineering and visiting Professor at the University of Sheffield, holding degrees from Cardiff University and the University of Manchester as well as an honorary doctorate from Middlesex University.

He is co-chair of the Made Smarter Commission, which works with SMEs to improve manufacturing productivity, and was recently appointed to the board of Skills England to advocate for SMEs and social mobility. He started his career as an apprentice with Texas Instruments and continues to focus on applied learning and vocational training.

Siemens’ UK & Ireland business employs 12,000 people and generated £4.6bn in revenue in 2025.

Matthias Rebellius, managing board member of Siemens AG, responsible for UK and Ireland, said: “Brian brings a deep understanding of our strategic priorities and our customers, as well as strong insight into the challenges facing industry as it digitalises. His external experience with the Catapults and Made Smarter will also be a real asset.

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“Brian will build on the strong foundations already in place, continuing to drive focus on the areas where we can make the greatest difference and create more value for customers. This will be even more important as we take forward our ONE Tech Company programme and ensure we serve our customers in a seamless, straightforward way.”

Mr Holliday said: “I’m honoured to take up this position at a time of significant change, where technology and talent can make a real difference. I’ve always been proud of our people and struck by the commitment and sense of purpose evident across our UK and Ireland organisation thus I’m genuinely excited to lead this strong team. With global leadership in industrial technology and AI, as well as the partnerships we’ve developed, Siemens is well set to help our customers with their competitiveness, resilience and sustainability.”

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VS Group plans more IT acquisitions in North and Midlands after securing Foresight backing and buying The PC Support Group

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Deal for Liverpool firms boosts customer base at Lancashire firm

Foresight Group has invested in VS Group. From left: Jason Savion, Kevin Penman and Hannah Cork of VS Group

From left: Jason Savion, Kevin Penman and Hannah Cork of VS Group(Image: Foresight)

A North West IT group has acquired a Liverpool IT business after securing the backing of private equity group Foresight.

VS Group has acquired managed services provider The PC Support Group, which has some 200 customers, in what it says will be the first in a number of bolt-on deals following Foresight’s investment.

VS Group, based in Manchester and in Barrowford, Lancashire, was founded in 2012 by experienced telco and technology entrepreneurs Kevin Penman and Jason Savion.

Foresight’s investment in VS Group was the first from its third dedicated North West Fund, which has been backed by Greater Manchester Pension Fund, Clwyd Pension Fund and Merseyside Pension Fund to provide flexible equity investments of up to £15m into companies in all sectors.

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Since its first North West fund launched in 2015, Foresight has backed more than 30 companies in the North West and North Wales, helping to create more than 2,000 jobs.

As part of its investment in VS Group, Foresight has introduced experienced executive Iain O’Kane to the business as chair. Mr O’Kane was CEO of cyber specialist Xperience Group and saw the business grow to £25m in revenue before attracting investment from private equity firm Bowmark. He still has a non-executive role at Xperience.

Sophie Clough, investment manager at Foresight in Manchester said: “VS Group is a great example of a founder-led regional business with lots of growth potential and we are delighted to be working with Kevin and Jason, alongside both the VS Group and The PC Support Group teams, on the next stage of their growth journey.

“The need for every business with people working flexibly to have secure IT networks and strong cyber security has never been higher so we are investing in a growing and highly resilient sector. The market place is highly fragmented and we are keen to support VS Group’s organic growth with further strategic acquisitions across the North and Midlands. “

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Kevin Penman and Jason Savion, co-founders at VS Group added: “We are thrilled to be working with Foresight Group, an investor that shares our passion and ambition for growth. We are equally pleased to welcome The PC Support Group team and their clients to VS Group.

“Like us, the team are delivering an excellent service to their clients across a wide range of sectors and we look forward to working with them moving forward.”

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Summer VAT Cut Snubs Night-Time Economy, Warns NTIA Chief

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Summer VAT Cut Snubs Night-Time Economy, Warns NTIA Chief

The Government’s headline-grabbing summer VAT giveaway has been dismissed as politically convenient window-dressing by the head of the UK’s night-time economy trade body, who argues that the country’s clubs, festivals and live music venues have once again been left to fend for themselves.

Michael Kill, chief executive of the Night Time Industries Association (NTIA), launched a withering critique of the Great British Summer Savings scheme unveiled by Chancellor Rachel Reeves, which slashes VAT from 20 per cent to 5 per cent on a narrow band of family attractions, including theme parks, zoos, museums, children’s cinema tickets and kids’ meals, between 25 June and 1 September. The cut, ministers say, is designed to help households afford summer days out and bolster the hospitality sector through its peak trading window.

For an industry that has watched roughly a third of the country’s nightclubs disappear since 2017, however, the measure looks less like a lifeline and more like a snub. The full details of the chancellor’s family-focused VAT package made no mention of the late-night venues, festivals or grassroots music spaces that have been pleading for sector-wide tax relief for the better part of a decade.

“The Government’s latest VAT announcement is not just a missed opportunity, it is a glaring example of short-term thinking and a fundamental misunderstanding of the UK’s leisure and cultural economy,” Kill said. “While positioning this as support for families, the policy completely overlooks and effectively sidelines the night-time economy, including festivals, clubs, live music venues and late-night cultural spaces that have been fighting to survive under relentless financial pressure.”

A backbone, not a footnote

Kill’s frustration is rooted in hard numbers. NTIA data shows the UK lost roughly 1,940 licensed clubs between 2015 and 2025, a 26 per cent decline, while 26 per cent of British towns that previously had at least one nightclub now have none at all. Industry research published earlier this year warned that, without urgent intervention, Britain risks losing 10,000 late-night venues and 150,000 jobs by 2028.

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The festival circuit is faring little better. More than 40 UK festivals were scrapped in 2024, with a similar tally lost in 2025 and a fresh wave of 2026 cancellations, including Red Rooster, Stone Valley South and WestworldFest, already announced as operators buckle under soaring production costs, post-pandemic debt and softer ticket sales.

“These businesses are not peripheral, they are the backbone of the UK’s global cultural reputation and a critical driver of jobs, tourism and economic activity,” Kill argued. “For years, we have consistently lobbied for a fair and meaningful reduction in VAT across hospitality, live events and cultural experiences. Instead, what we have been given is a narrow, temporary measure that cherry-picks certain activities while leaving the rest of the sector to absorb rising costs, punitive tax burdens and ongoing instability.”

The trade body has repeatedly pressed Treasury ministers for a permanent VAT cut from 20 to 10 per cent across hospitality and the cultural sector, a campaign that has gathered momentum after a string of nightclub closures prompted renewed calls for action.

Squeezed at every turn

Operators say the picture on the ground is bleak. April’s business rates reforms removed the 40 per cent Hospitality, Leisure and Night-Time Relief, pushing the typical rates bill for a £100,000 rateable-value venue from £28,800 to roughly £43,000. Combined with higher employer National Insurance contributions, a steeper National Living Wage and double-digit increases in utilities, the cumulative cost burden has tipped many otherwise viable businesses into the red.

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A recent New Statesman investigation into the policies killing Britain’s nightlife painted a similarly grim picture, charting how successive Westminster decisions, from licensing reform to tax tinkering, have hollowed out the cultural infrastructure of British towns and cities.

“Festivals are being squeezed to breaking point. Grassroots venues are closing at an alarming rate. Clubs and late-night operators are facing unsustainable operating conditions,” Kill said. “And yet, once again, they have been completely sideswiped by policy that claims to support leisure and participation.”

A test of credibility

The political calculation behind the Great British Summer Savings scheme is straightforward. A targeted, family-friendly cut delivers a punchy headline, plays well with voters facing another stretched school holiday and concentrates the Treasury’s fiscal firepower on a tightly bounded window. The trouble, as Kill sees it, is that such tactical interventions cannot substitute for a coherent strategy.

“This is not just short-sighted, it is economically reckless,” he warned. “You cannot claim to support the visitor economy, regional growth and cultural output while actively ignoring the sectors that deliver it at scale. If the Government is serious about growth, it must stop delivering piecemeal, headline-driven interventions and start engaging with the full reality of the industries it relies on. That means meaningful VAT reform, long-term policy stability and a commitment to supporting the entire ecosystem, not just the parts that are politically convenient.”

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Until then, Kill concluded, the summer VAT cut “will be seen for what it is: a superficial fix that fails the very industries it should be backing.”

For SME operators across hospitality and the cultural economy, the message from Whitehall is becoming uncomfortably familiar. The headline is generous; the small print is not.


Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

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Detroit bankruptcy case officially closes more than 13 years after historic filing

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Detroit bankruptcy case officially closes more than 13 years after historic filing

Detroit’s historic bankruptcy case — the largest municipal bankruptcy in U.S. history — has officially closed more than 13 years after the city first sought Chapter 9 protection amid a financial collapse that reshaped the city’s finances, pensions and long-term fiscal strategy.

U.S. Bankruptcy Judge Thomas Tucker granted the city’s motion for a final decree this week, formally ending the case after determining administration of the bankruptcy had been completed.

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The closure marks the end of a years-long restructuring effort that eliminated roughly $7 billion in debt and restructured another $3 billion, according to the city, freeing up an estimated $150 million annually for city services.

SPIRIT AIRLINES LAWYER SAYS JET FUEL PRICE SURGE LEFT CARRIER WITH ‘NO REMAINING WAY OUT’ OF BANKRUPTCY

detroit mayor mary sheffield

Mary Sheffield speaks after being sworn in as the 76th Mayor of Detroit during the city of Detroit’s Investiture Ceremony at the Detroit Opera House on January 09, 2026, in Detroit, Michigan.  (Monica Morgan/Getty Images / Getty Images)

Mayor Mary Sheffield called the milestone evidence that Detroit “has its financial house in order,” pointing to 12 consecutive balanced budgets and surpluses, reserve funds topping $500 million and the city’s return to investment-grade status.

The formal closure also comes as major credit-rating agencies have highlighted Detroit’s improved fiscal position.

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downtown Detroit

An aerial view of downtown Detroit. (iStock / iStock)

One day before the bankruptcy case officially closed, S&P Global Ratings upgraded Detroit’s general obligation bond rating to BBB+ from BBB, citing the city’s “sustained strong financial performance and governance conditions.”

Moody’s similarly said Detroit had strengthened its “financial resiliency” in recent years, citing strong reserves and improved fiscal management since emerging from bankruptcy in 2014.

MAJOR US CITY OFFERS CASH INCENTIVES TO SPARK GROWTH, ATTRACT NEWCOMERS

Still, both ratings agencies warned the city remains vulnerable to broader economic pressures tied to the automotive sector, inflation and long-term pension obligations.

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Detroit skyline

Skyline and urban skyline of Detroit. Soft light on an overcast day over the river. (Roberto Machado Noa/LightRocket via Getty Images / Getty Images)

The closure came after Detroit completed a final distribution of roughly $10 million tied to accrued interest on “Class 14 B notes,” financial recovery bonds issued to unsecured creditors during the restructuring.

Detroit filed for bankruptcy in July 2013 under a state-appointed emergency manager after years of population decline, shrinking tax revenues and rising pension liabilities pushed the city into insolvency. 

CLICK HERE TO GET FOX BUSINESS ON THE GO

The city officially exited bankruptcy in late 2014 under a restructuring plan that became a national case study in municipal financial recovery.

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LIC announces 1:1 bonus issue, sets May 29 as record date

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LIC announces 1:1 bonus issue, sets May 29 as record date
Life Insurance Corporation of India‘s (LIC) board on Thursday approved issuance of bonus shares in 1:1 proportion and India’s largest life insurer has set May 29 as the record date to determine shareholders’ eligibility for the payment of an extra share.

Under the issue, the company will pay one new fully paid-up equity share of Rs 10 each for every one existing fully paid-up equity share of Rs 10 each.

The announcement was made along with company’s Q4 earnings where the State-owned company reported ‌a ⁠23% year-on-year (YoY) growth in its consolidated net profit at Rs 23,467 crore in the fourth quarter, compared with Rs 19,039 crore in the last year period.

The company’s board has also recommended a final dividend of Rs 10 per share for the financial year 2025-26. The board has fixed Thursday, June 25, 2026 as the record date for the purpose of ascertaining the eligibility of members of the corporation for the proposed final dividend.

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LIC’s net premium income in the quarter under review stood at Rs 1.64 lakh crore compared to Rs 1.48 lakh crore in the year ago period. It was an 11% year-on-year jump. The net premium income increased 30% on a sequential basis versus Rs 1.26 lakh crore in the October-December quarter of FY26.


PAT for the full financial year stood at Rs 57,419 crores, reporting an increase of 19% YoY. Individual Business Non-Par APE increased by 43.78% to Rs 15,214 crore while non-par APE share within individual business at 35.11% for FY26 as compared to 27.69% for FY25.
Value of New Business (VNB) increased by 41.63% to Rs 14,179 crore VNB margin (net) increased by 360 bps to 21.2%. The new business premium income (Individual) increased by 8.29% to Rs 67,676 crore.Total group business premium income increased by 16.26% to Rs 1.97 crore and total premium income increased by 9.80% to Rs 5.36 crore.

Indian Embedded Value (IEV) increases by 1.58% to Rs.7,89,185 crore

The assets under management (AUM) increased by 5.08% to Rs 57,29,396 crore with solvency ratio increased to 2.35 from 2.11. Expense Ratio reduced by 51 bps to 11.91% for FY26 from 12.42% for FY25 while the bonus to policyholders stood at Rs 59,726 crore.

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Prosur develops clean label-focused ingredient toolbox

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Prosur develops clean label-focused ingredient toolbox

Get It Natural Toolbox offers manufacturers perceived as natural ingredients. 

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Cyfrowy Polsat S.A. 2026 Q1 – Results – Earnings Call Presentation (OTCMKTS:CYFWY) 2026-05-21

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OneWater Marine Inc. (ONEW) Q1 2026 Earnings Call Transcript

This article was written by

Seeking Alpha’s transcripts team is responsible for the development of all of our transcript-related projects. We currently publish thousands of quarterly earnings calls per quarter on our site and are continuing to grow and expand our coverage. The purpose of this profile is to allow us to share with our readers new transcript-related developments. Thanks, SA Transcripts Team

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Battery maker Alexander Technologies confident as it introduces new ways to speed up development to manufacturing cycle

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The company has been developing products for the drone market

Workers at Peterlee's Alexander Battery Technologies

Production line workers at Peterlee’s Alexander Battery Technologies.(Image: Alexander Battery Technologies)

Battery maker Alexander Technologies says it is looking at strong pipeline of projects despite a recent fall in turnover and profits.

The Peterlee-based manufacturer, which was founded in the US in the 1980s, says it has continued investing in its South West Industrial Estate factory, including expertise and capabilities of laser welder equipment. Its engineers have also developed batteries for the drone market.

The update is part of newly published 2025 accounts which show turnover fell from £18.5m to £9.6m and operating profit slumped from £3.5m to £546,000. Directors said the results were explained by the completion of a long-standing supply deal with a customer who has moved its battery making in-house, and time needed for development projects to progress to full production.

Alexander specialises in the building of custom lithium-ion battery battery packs for customers across a range of markets including robotics, medical and industrial power tools, among others. In the recent accounts, the firm said it had introduced a new methods intended to speed up the transition between product development and production.

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The idea covers four models including “build to print”, where customers provide a completed design for Alexander to build in its factory; “core” and “core+” where an existing design is chosen from the company’s library and adapted to the customer needs; and “total custom”, where the battery pack is created entirely for the customer.

Historically, development for fully bespoke battery packs ranged from between a year to 18 months before production was stated. The firm’s new models are said to have improved those timings already, since being introduced in the latter part of last year.

Alexander said it has significant available capacity for increased production volumes as such development projects progress to the manufacturing phase.

Claire Brymer, Alexander Technologies’ chief financial officer, said: “2025 was a transitional year following the conclusion of a long-standing supply arrangement with a customer who moved to internal battery manufacturing capability – a change we supported and planned for. Our balance sheet remains strong, with net assets and cash both up year on year.

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“We’ve invested in automation, launched a new service platform, and expanded into new markets including drone applications. There is a strong pipeline of development projects converting to production, and we’re confident in the outlook for the business.”

The majority of Alexander’s turnover comes from EU customers, making up £7.3m, followed by US buyers at £1.6m and the UK at £658,000. Employee numbers also dipped in 2025, from 94 to 72, and driven by fewer production staff.

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Bioriginal Food & Science Corp. names new president, CEO

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Bioriginal Food & Science Corp. names new president, CEO

Randy Fournier takes over position from Shannon Sears.

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(VIDEO) Vanessa Trump Announces Breast Cancer Diagnosis, Undergoes Procedure

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Vanessa Trump

NEW YORK — Vanessa Trump, the former wife of Donald Trump Jr., announced on May 20, 2026, that she has been diagnosed with breast cancer.

The 48-year-old shared the news in an Instagram post, writing: “I’ve recently been diagnosed with breast cancer. While this isn’t news anyone expects, I’m working closely with my medical team on a treatment plan.”

She revealed that she underwent a medical procedure earlier that week. Trump expressed gratitude to her doctors and said she is staying focused and hopeful while surrounded by family support.

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“Thank you for your kindness and support it truly means more than I can express,” she wrote. “I kindly ask for privacy as I focus on my health and recovery.”

Vanessa Trump was married to Donald Trump Jr. from 2005 until their divorce in 2019. They share five children: Kai, Donald III, Tristan, Spencer and Chloe.

The announcement drew supportive messages from family members. Her daughter Kai Trump called her “the strongest person I know.” Ivanka Trump and Tiffany Trump also posted messages of support on social media.

Vanessa Trump, a former model and television personality, has maintained a relatively private life in recent years while co-parenting with Donald Trump Jr. She is currently in a relationship with professional golfer Tiger Woods.

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Breast cancer is the most common cancer among women in the United States, with about one in eight women diagnosed in their lifetime, according to health statistics. Early detection and treatment significantly improve outcomes.

No details were released about the stage of Vanessa Trump’s cancer or specific treatment plans beyond the recent procedure. She asked for privacy as she focuses on recovery.

The Trump family has a history of public health announcements. Former President Donald Trump has spoken about his own health and family matters during his political career.

Vanessa Trump’s post received widespread attention on social media, with thousands of comments offering prayers and support. Public figures and fans expressed well wishes following the announcement.

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The news comes amid ongoing public interest in the extended Trump family. Vanessa Trump has occasionally appeared in media coverage related to family events and her children’s activities.

Health experts emphasize that breast cancer treatment has advanced significantly, with options including surgery, radiation, chemotherapy, hormone therapy and targeted treatments depending on the specific diagnosis.

No further medical updates were provided in the initial announcement. Vanessa Trump’s representatives have not released additional statements beyond the Instagram post.

The announcement highlighted the importance of regular health screenings. Breast cancer awareness organizations encourage early detection through mammograms and self-exams.

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Vanessa Trump’s five children range in age from 11 to 19 years old. Family members have rallied around her during the initial stages of her diagnosis and treatment.

The former model has maintained an active presence on social media, where she shares family moments and occasional updates. Her May 20 post marked a significant personal revelation.

Public reaction included messages from across the political spectrum, with many focusing on well wishes for her health and recovery. The story received coverage from major news outlets shortly after the Instagram post.

Vanessa Trump has not indicated how the diagnosis will affect her public activities or schedule. She requested privacy to concentrate on treatment and family time.

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Breast cancer remains a leading health concern globally. Survival rates have improved due to medical advancements, with many patients achieving full recovery when detected early.

The Trump family issued supportive statements following the news. Donald Trump Jr. has not made a separate public comment as of May 21.

Vanessa Trump’s Instagram post included a call for continued support while she navigates the next steps in her care. She expressed optimism about her treatment plan.

This personal health update adds to the public narrative surrounding the extended Trump family amid ongoing political developments. Vanessa Trump has largely stayed out of the spotlight in recent years.

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Health organizations recommend consulting medical professionals for personalized advice regarding cancer screening and treatment. Vanessa Trump’s case underscores the importance of timely medical attention.

No additional details about her specific diagnosis or prognosis were shared in the public announcement. Further updates are expected only if she chooses to provide them.

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CNBC Family Office Portfolio Tracker with Addepar: How wealthy families invest

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CNBC Family Office Portfolio Tracker with Addepar: How wealthy families invest
The true value of family offices: Here's what to know

A version of this article first appeared in CNBC’s Inside Wealth newsletter with Robert Frank, a weekly guide to the high-net-worth investor and consumer. Sign up to receive future editions, straight to your inbox.

Public stocks are the largest and fastest-growing asset class for family offices, while their real estate assets are shrinking, according to the new CNBC Family Office Portfolio Tracker.

Family offices now manage over $5.5 trillion in wealth globally, rivaling hedge funds in total assets. Yet because family offices – the private investment arms of ultra-wealthy families – aren’t required to disclose their investments, their portfolios are largely secret.

CNBC has teamed up with Addepar, a foundational data and AI platform used by financial professionals globally, to provide a regular snapshot of family office portfolios. Addepar’s data includes the portfolios of hundreds of family offices, ranging in size from $200 million in assets to over $10 billion, representing a total of $1.4 trillion in assets.

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The tracker will be released every quarter, showing how family offices are shifting their investments in stocks, bonds, private equity and other asset classes. It will include comparisons with the previous quarter, the previous year and previous five years, showing both the short-term and long-term trends.

The tracker is useful to family offices and ultra-high-net-worth investors looking for comparisons and benchmarks. It will also be valuable to the fast-growing industry of wealth management firms, advisors and funds vying for family office business.

Family office wealth is expected to top $9 trillion by 2030, according to Deloitte, making the group increasingly powerful players in financial markets and the broader industry.

“Many firms across the wealth and investment ecosystem look to family offices as an important indicator of how sophisticated investors are approaching their strategic and tactical asset allocation,” said Eric Poirier, CEO of Addepar.

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Poirier said family offices can shed light on ways to balance risk, liquidity, performance and diversification all while navigating changing market environments. 

“By bringing together an anonymized and aggregated view of cross-platform holdings, Addepar can help clients understand broader allocation trends and evaluate their own strategies over time,” he said. 

In first quarter, the Family Office Portfolio Tracker showed the continued importance of public stocks.

Equities were one of the only asset classes that grew as a share of family office portfolios over the past year. Stocks accounted for 34% of portfolios for the family offices covered by the tracker, up from 32% a year ago. There is a strong home bias for U.S. family offices, with 80% of their equity holdings invested in domestic stocks, the review found. 

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The only other category to show annual growth “other alts,” a broad segment that includes mixed allocation of funds, other collective vehicles, commodities and collectibles.

Private equity holdings dipped slightly to 6% while private credit also fell marginally to under 1%. Family office real estate holdings slid by nearly 2 percentage points, now accounting for 7.5% of their portfolios.

Also down slightly over the last year were hedge funds, at 6%, and venture capital at roughly 2%. Their investments in private companies remained sizable but flat, at 16%, as many family offices either own private companies or are investing directly in private businesses.

The broad collection of “alts,” defined as every category outside of publicly traded stocks and bonds, accounted for 48% of family office portfolios, while public markets accounted for 52%.

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Their holdings of cash and cash equivalents remained at nearly 10%, suggesting family offices want to retain dry powder in the event of a possible crisis or decline in asset prices that could pose a buying opportunity. 

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Family offices are the ultimate long-term investors, investing for generations rather than individual retirement. They rarely make major changes to their portfolios or react to short-term events. Yet tracking the evolving family office portfolios over time will give some clues into how they view current markets and macro trends.

“Many of these portfolios are intentionally diversified across public and private markets and built around longer investment horizons, particularly across alternatives, so positioning often evolves more gradually over time,” Poirier said. “More broadly, the data reflects how family offices are evolving — operating more globally, more institutionally and focusing on diversification, liquidity planning and long-term strategic decision-making across changing market environments.”

The tracker will also become more robust over time as Addepar adds more family offices to its platform. More than 1,400 firms — including family offices, RIAs and wealth managers, private banks and institutions across 60 countries — use Addepar to manage and advise on $9 trillion in assets.

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Family offices use Addepar primarily to show their vast array of private and public investments in one platform. A large family office can have dozens or even hundreds of private investments, each with unique reporting formats. Addepar’s software brings it all together in one place. 

A growing number of banks and wealth managers are also using the platform, to better sync with their family office clients.

The platform recently launched “Addison,” the company’s native AI tool. 

“Addepar’s view is that AI will augment — not replace — investment professionals,” Poirier said. “Increasingly, AI is helping surface actionable insights faster and reduce manual operational work, allowing teams to spend more time focused on long-term planning, strategic advice and deeper relationships with family members.”

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