SAN ANTONIO — Victor Wembanyama and the San Antonio Spurs prepare to host the Oklahoma City Thunder in Game 3 of the 2026 Western Conference Finals on Friday, May 22, with the series tied 1-1 after a split in Oklahoma City.

The Spurs took Game 1 on May 18 by a score of 122-115 in double overtime. Wembanyama recorded 41 points and 24 rebounds in 49 minutes, becoming the youngest player in NBA history to post 40 points and 20 rebounds in a conference finals game. Dylan Harper added 24 points, 11 rebounds, six assists and a playoff-record seven steals for the Spurs.

The Thunder responded in Game 2 on May 20 with a 122-113 victory. Wembanyama finished with 21 points, 17 rebounds, six assists and four blocks in 37 minutes. Shai Gilgeous-Alexander led Oklahoma City with 30 points, while Jalen Williams added 26 points before exiting with left hamstring tightness.

The Thunder employed physical defense against the 7-foot-4 Wembanyama, using Isaiah Hartenstein and other bigs to contest shots and limit second-chance opportunities. Wembanyama still impacted the game with blocks and rebounding despite the defensive attention.

Game 3 shifts to the Frost Bank Center in San Antonio, where the Spurs will look to regain home-court advantage. The series is best-of-seven, with Game 4 scheduled for Sunday, May 24, also in San Antonio.

Wembanyama has averaged strong production in the series. In Game 1, he shot efficiently and dominated the paint. In Game 2, he faced tighter defense but still contributed across the stat sheet.

The Thunder’s defense ranked among the league’s best during the regular season. They utilize length, switching and help defense to disrupt opponents’ offensive sets. Gilgeous-Alexander and Chet Holmgren anchor the unit.

Spurs coach Mitch Johnson noted the challenges of playing without full health in the backcourt. Dylan Harper exited Game 2 with a right hamstring injury after scoring 12 points in 25 minutes. De’Aaron Fox missed both games with a right high ankle sprain.

The Spurs’ supporting cast, including Stephon Castle and veterans, will need to step up in Game 3. Castle has provided scoring and defense in the series.

Oklahoma City enters Game 3 with momentum from the Game 2 win. The Thunder aim to protect their home-court advantage regained in the previous contest. Coach Mark Daigneault has emphasized defensive adjustments and limiting turnovers.

Wembanyama’s presence has forced the Thunder to make schematic changes. In Game 1, his scoring and rebounding created mismatches. The Thunder responded by increasing physicality in Game 2.

Both teams possess young, talented rosters. The Thunder, as the top seed and defending champions, feature Gilgeous-Alexander as an MVP candidate. The Spurs advanced as the No. 2 seed with Wembanyama leading a resurgence.

Game 3 will test Wembanyama’s ability to perform against continued defensive focus. He has shown versatility throughout the playoffs, averaging strong numbers in scoring, rebounding and blocking.

The Western Conference Finals features contrasting styles. The Thunder rely on pace, spacing and defensive versatility. The Spurs emphasize interior dominance and opportunistic playmaking.

Ticket demand for Game 3 in San Antonio is high. The Frost Bank Center is expected to provide a strong home atmosphere for the Spurs.

No major injury updates beyond Harper’s status were available as of May 22. The Spurs will monitor his condition closely. Jalen Williams’ hamstring tightness for the Thunder also remains a factor.

The series has featured competitive, high-scoring games. Game 1 went to double overtime, showcasing the talent on both sides. Game 2 was more controlled but still saw strong individual performances.

NBA analysts track Wembanyama’s growth in his third season. As the reigning Defensive Player of the Year, he has elevated his scoring and playmaking in the postseason.

The winner of the series advances to the NBA Finals against the Eastern Conference champion. Both teams have shown resilience in earlier playoff rounds.

Game 3 tips off at 8:30 p.m. ET on Friday. The outcome could shift momentum heading into the weekend games in San Antonio.

“Britain’s carmakers are being asked to carry a burden that is becoming impossible to sustain,” says Liam Byrne MP, who is chair of the House of Commons Business and Trade Committee

Carmakers and MPs have urged the Government to bring forward a review of the zero emissions vehicle mandate rules which legally require rising sales from manufacturers.

The Commons Business and Trade Committee and influential industry group the Society of Motor Manufacturers and Traders have both issued separate calls, with claims that Britain’s carmakers are “being asked to carry a burden that is becoming impossible to sustain”.

Under the current mandate, which was introduced in 2024 before being relaxed last year, car and van makers are set legally binding targets . They must make EVs 80% of the cars they sell by 2030, rising to 100% by 2035.

The rules have been maligned by the industry, but it is now claimed that together with the threat of new EU trade barriers, they present an “existential threat” to the UK sector, which includes brands like Nissan and its 6,000-strong operation in the North East. Last year, high ranking Nissan executive Alan Johnson welcomed the relaxation of the mandate which means hybrids can be sold until 2035.

Liam Byrne, chair of the Business and Trade Committee, which scrutinises Government policy has written to the Department for Business and Trade and Department for Transport. In the letter he said manufacturers had reported they were not seeing demand rise in line with the requirements of the mandate.

Separately he said: “Britain’s carmakers are being asked to carry a burden that is becoming impossible to sustain. Manufacturers are now spending billions discounting electric vehicles to stimulate demand, while British-based firms are effectively paying overseas competitors for compliance credits, including companies benefiting from major state subsidy abroad.

“So I welcome the Secretary of State’s commitment in the House of Commons today to look again at the operation of the ZEV mandate. The transition to electric vehicles is essential. But transitions succeed when they are grounded in commercial reality and backed by a serious industrial strategy. That’s why we need a whole-market review that aligns decarbonisation with competitiveness, protects domestic production, and ensures Britain remains a country that makes cars and not a nation that merely imports them.”

Mike Hawes, chief executive officer of the Society of Motor Manufacturers and Traders, said the market had changed since the mandate was introduced. He explained: “Energy costs were much, much lower than they are now but [since the outbreak of war in Ukraine they] have shot up and they’ve remained higher.

“It was assumed that EVs and ICE vehicles would be at price parity by now. We’re not, and most forecasts suggest that it’s probably going to be about 2030 before we get to cost parity. Battery costs are 31% higher than we thought they would be by now, and obviously, public charging is 140% higher than five years ago.

“With those sorts of obstacles, it’s that much harder to get the entire market to move.”

Figures published last month by the SMMT showed sales of used pure electric cars reached a new high in the first three months of the year. It showed pure electrics took an all time market share of 4.3%, and that came while the the overall used car market was virtually flat in the first quarter, with a 0.2% drop in transactions to 2,016,232.

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A workplace injury can place Long Island employees in an extremely difficult position, especially when physical pain is combined with fear about losing income, damaging professional relationships, or jeopardizing long-term job security.

Many workers hesitate to report injuries because they worry supervisors or employers may treat them differently afterward, even when the injury clearly occurred during assigned job duties. Delaying action, however, can create serious problems later by weakening medical documentation, complicating insurance claims, and raising questions about when or where the injury actually happened.

Understanding how to file a workers’ comp claim without jeopardizing your job requires careful attention to reporting procedures, medical treatment, written communication, and New York state filing deadlines. Strong documentation and professional communication often play a major role in protecting both workplace rights and financial stability throughout the process. During these stressful situations, guidance from a  workers’ compensation lawyer from Long Island can help injured employees avoid preventable mistakes, properly organize evidence, and navigate disputes involving benefits, medical restrictions, or employer concerns, while keeping the focus on recovery and a safe return to work.

Report It Fast

Timing matters after any workplace injury. In New York, notice must usually be given to a supervisor within 30 days, yet same-day reporting creates a stronger factual record. Before memories shift, workers’ compensation can clarify how injury notice, physician findings, and employer paperwork fit together, which often reduces avoidable errors, delays in checks, and disputes over whether the harm arose during assigned tasks. Early notice also helps witnesses recall details clearly.

Get Medical Care

Clinical evaluation should begin quickly. An examination creates a dated record, connects symptoms to the incident, and shows that the condition required prompt attention. Waiting too long may invite doubt from insurers or managers. If the employer uses approved providers, that instruction should be followed carefully. Clear descriptions of swelling, restricted motion, numbness, weakness, or sleep disruption matter because treatment notes often shape decisions about benefits and work restrictions.

Use Written Notice

Spoken reports can blur with time. A brief written notice, sent by email, text, or an internal form, gives the event a stable timestamp. Dates, locations, witnesses, affected body parts, and job duties should appear in plain language. Strong claims usually rest on clean facts, not emotion. Copies belong in a personal folder away from the workplace, along with photographs, receipts, visit summaries, and travel records for medical appointments.

Collect Evidence

Solid proof often decides close disputes. Photos of the scene, damaged equipment, wet flooring, broken ladders, or visible bruising can support the timeline. Witness names should be saved before schedules change and recollections fade. Pay records also deserve attention because benefit rates depend on earnings history. A short daily log describing pain patterns, lifting limits, interrupted sleep, or missed tasks can reinforce medical notes without sounding inflated or rehearsed.

Meet Deadlines

Every state sets filing deadlines, and missing one can damage an otherwise valid case. New York has separate timing rules for employer notice and formal claim papers. Calendar reminders help track forms, hearings, and medical visits. Paperwork should match treatment records, especially on injury dates, body regions, and work statuses. Small inconsistencies may seem harmless, yet insurers often cite them to call into question credibility or reduce payments.

Stay Professional

Job protection usually improves when communication remains calm and factual. Angry emails, public complaints, or tense hallway exchanges can distract from the injury itself. A respectful tone reduces friction as the matter moves forward. Work restrictions should be shared promptly and in writing with the appropriate supervisor. If light duty is offered, the proposed tasks warrant close review to ensure the assignment does not aggravate inflammation, delay tissue healing, or trigger new conflict.

Know Retaliation Limits

Fear of retaliation is common, yet workers are not without protection. Labor laws and compensation laws may limit the punishment for reporting a job-related injury. Employers can still address attendance, conduct, and performance, so employees should avoid giving extra grounds for discipline. Attending required meetings, answering reasonable requests, and following the treatment plan can help. Consistent behavior keeps attention on recovery, not a side dispute about workplace conduct.

Prepare for Disputes

Some cases move smoothly, while others face denials, delayed approvals, or pressure to return before proper healing. That stage calls for a stronger organization. Medical opinions, appeal notices, wage records, and appointment histories should stay together in date order. If an insurer or manager makes an inaccurate statement, the correction should be sent quickly in writing. Calm, timely responses often protect both the case and the worker’s position on the job.

Conclusion

Filing a workers’ comp claim without harming job stability depends on speed, discipline, and credible medical documentation. Early notice shows respect for workplace procedure. Prompt treatment links symptoms to the incident and records physical limits before they change. Written proof reduces the room for doubt if questions appear later. Most of all, steady communication keeps the focus on facts, recovery, and safe return to duty. Workers who stay organized are usually better protected throughout the process.

Family offices in 2025 and beyond face a more complex investment environment than at any point in recent decades.

Rising geopolitical uncertainty, persistent inflation, and the digital transformation of financial markets have prompted leading family offices to rethink their asset allocation frameworks. Gold, art, private equity, and private credit are commanding larger allocations, while governance and human capital strategies are becoming as important as the investment decisions themselves.

Quick Summary

The most resilient future family office structures combine diversified alternative allocations with robust human capital programmes and data-driven decision-making. In 2025, the top alternative asset classes for family offices are private equity, private credit, gold and commodities, art and collectibles, and infrastructure.

Top picks for alternative investment strategies:

• Best overall: Multi-alternative mandate with dedicated governance committee
• Best for inflation hedge: Gold and commodity allocation of 5-10% of AUM
• Best for uncorrelated returns: Art and collectibles allocation through a specialist advisory
• Best for long-term returns: Private equity fund-of-funds with co-investment rights
• Best value: Private credit with floating-rate instruments

“The family offices that will thrive in the next decade are those that invest as seriously in their people and governance as they do in their portfolios.” (Campden Wealth Global Family Office Report 2024)

Comparison Table (Last updated: April 2026)

How to Build an Alternatives Allocation for Your Family Office

The starting point for any alternatives strategy is the family office’s investment policy statement (IPS). The IPS should define maximum illiquidity tolerance, minimum return expectations, and ESG or ethical exclusions. Without a documented IPS, alternatives allocations risk being opportunistic rather than strategic.

Human capital is an equally critical variable. The future family office requires professionals who can evaluate complex, illiquid investments, manage manager relationships, and conduct ongoing monitoring across a diverse portfolio. According to the Agreus Group 2024 Compensation Report, the median salary for a family office investment analyst in Singapore is SGD 120,000-180,000 per annum, while a CIO commands SGD 500,000-800,000.

Data resilience is the third pillar. Family offices managing diversified alternatives portfolios must invest in reporting technology that aggregates data across custodians, fund administrators, and direct holdings. Real-time consolidated reporting is no longer a luxury; it is a governance requirement for responsible stewardship of multi-generational wealth.

Families new to alternatives should begin with a fund-of-funds or a managed account with an established manager, before progressing to direct deals or co-investments as internal expertise develops.

Q: How are family offices building and retaining human capital to ensure continuity and leadership across generations?

Human capital is the most underdiscussed risk in family office management. A portfolio of alternatives, private equity, and tokenised assets is only as good as the team managing it, and talent in the family office sector is scarce, competitive, and mobile.

The most successful future family office structures approach talent with the same rigour applied to investment selection. This means: formal job descriptions and reporting lines (not informal family relationships), compensation benchmarked annually against the Agreus Group or equivalent surveys, and career development plans that give investment professionals a visible pathway within the organisation.

Retention is the harder challenge. Family offices compete with private equity firms, hedge funds, and banks for the same talent pool, and cannot always match base compensation. The most effective retention tools are co-investment rights (giving professionals exposure to the upside of deals they originate), a genuine meritocratic culture, and the intellectual freedom that a family office offers relative to a large institution.

For generational continuity specifically, the transition from a founder-led to a professionally managed family office is a critical inflection point. Families that plan for this transition five to ten years in advance, by building institutional processes that are not dependent on any single individual, consistently navigate it more smoothly than those who treat succession as a single event rather than a multi-year programme.

The 7 Best Alternative Investment Strategies for Family Offices in 2025

1. Private Equity: Core Alternatives Allocation

Best for: Family offices with 7+ year investment horizons seeking return premium over public markets

Quick Facts

• Global private equity AUM reached USD 5.8 trillion in 2024 (Preqin, 2025) | Top-quartile PE funds delivered 15-18% net IRR over 10 years | Family offices represent 10% of global PE LP capital

Pros

• Illiquidity premium over public equities
• Access to high-growth companies before IPO
• Co-investment opportunities reduce fee drag

Trade-offs

• 10-year lock-up periods | Capital calls require liquidity planning

Source: Preqin Global Private Equity Report 2025

Last verified: April 2026

2. Private Credit: Floating-Rate Yield Enhancement

Best for: Family offices seeking income above investment-grade fixed income

Quick Facts

• Global private credit AUM exceeded USD 2.1 trillion in 2024 (Preqin, 2025) | Average net yields: 10-12% in senior secured, 12-15% in mezzanine | Default rates for senior secured private credit: 1.2% in 2024 (S&P, 2024)

Pros

• Floating-rate instruments provide natural inflation protection
• Senior secured structures offer downside protection
• Semi-liquid structures (3-5 years) suit medium-term planning

Trade-offs

• Illiquidity relative to investment-grade bonds | Credit underwriting expertise required

Source: Preqin Global Private Debt Report 2025; S&P Global 2024

Last verified: April 2026

3. Gold and Commodities: Inflation Hedge and Safe Haven

Best for: Family offices seeking portfolio protection against inflation and geopolitical risk

Quick Facts

• Gold reached an all-time high of USD 3,100/oz in April 2026 (Bloomberg, April 2026) | Average family office gold allocation: 4-6% in 2024 | Gold has delivered a 10-year annualised return of 9.2% in USD terms (World Gold Council, 2024)

Pros

• Negative correlation to equities in risk-off periods
• Liquid: can be held via ETFs, futures, or physical bullion
• Creditor-proof store of value for estate planning

Trade-offs

• No income yield
• Storage costs for physical gold | Currency effects can dilute returns

Source: World Gold Council Annual Return Data 2024; Bloomberg April 2026

Last verified: April 2026

4. Art and Collectibles: Uncorrelated Returns and Cultural Legacy

Best for: Family offices seeking uncorrelated returns and intergenerational wealth transfer vehicles

Quick Facts

• Global art market reached USD 65 billion in 2024 (Art Basel/UBS, 2025) | Blue-chip art indices delivered 7.6% annualised returns over 10 years (Artprice, 2024) | Art is increasingly used as collateral for private bank lending

Pros

• Low correlation to traditional financial markets
• Cultural and aesthetic value alongside financial return
• Can be lent to museums for reputational benefits

Trade-offs

• Illiquid with transaction costs of 15-25% (auction house commissions) | Valuation opacity requires specialist advisers

Source: Art Basel/UBS Art Market Report 2025; Artprice Global Index 2024

Last verified: April 2026

5. Infrastructure: Inflation-Linked Long-Duration Returns

Best for: Family offices with 10+ year horizons seeking stable, inflation-linked cash flows

Quick Facts

• Global infrastructure fundraising reached USD 120 billion in 2024 (Preqin, 2025) | Infrastructure assets delivered 9.8% net IRR over 10 years on average | Singapore’s infrastructure fund market includes MAS-regulated core infrastructure funds

Pros

• Inflation-linked cash flows from regulated assets
• Government concessions provide revenue visibility
• Low correlation to equity market cycles

Trade-offs

• Very long lock-up periods (10-15 years) | Political and regulatory risk in emerging markets

Source: Preqin Global Infrastructure Report 2025

Last verified: April 2026

6. Build Human Capital as a Core Strategic Asset

Best for: Family offices preparing for generational leadership transitions

Quick Facts

• Staff retention in Asian family offices is the top operational challenge cited by 61% of respondents (Campden Wealth, 2024) | Average tenure of family office investment professionals: 3.2 years | Structured talent development programmes reduce turnover by 25% (Mercer, 2024)

Pros

• Institutional knowledge retained across generations
• Investment quality improves with experienced teams
• Strengthens governance and compliance capabilities

Trade-offs

• Competitive compensation required to attract institutional-quality talent | Cultural integration of external professionals takes time

Source: Campden Wealth 2024; Mercer Talent Strategy Report 2024

Last verified: April 2026

7. Invest in Data Resilience and Portfolio Analytics

Best for: Family offices managing complex, multi-asset, multi-custodian portfolios

Quick Facts

• 68% of family offices cite reporting fragmentation as a top operational risk (Family Office Exchange, 2024) | Implementation costs for integrated FO platforms: USD 100,000-500,000 | Real-time consolidated reporting platforms reduce monthly close time by 40-60%

Pros

• Single view of all assets, liabilities, and risk exposures
• Supports regulatory reporting in multiple jurisdictions
• Enables faster, more informed investment decisions

Trade-offs

• Significant upfront investment and implementation timeline | Requires data governance policies to maintain quality

Q: How are family offices developing an entrepreneurial mindset and data resilience strategies to future-proof their wealth across generations?

The future family office that will thrive across multiple generations is not simply a wealth preservation vehicle; it is an entrepreneurial organisation that treats capital deployment as an active, innovation-driven discipline. This means cultivating an internal culture where new ideas are welcomed, investment theses are challenged rigorously, and the next generation is empowered to pursue conviction-driven opportunities, not just inherit a static portfolio.

Data resilience is the operational backbone of this entrepreneurial mindset. A family office managing diversified alternatives across multiple custodians and jurisdictions is operationally vulnerable if its data infrastructure cannot keep pace with portfolio complexity. The failure modes are well documented: reconciliation errors between custodians, delayed identification of margin calls or covenant breaches, and an inability to produce consolidated performance reporting for the family council.

Building data resilience means investing in an integrated portfolio management platform, establishing data governance policies that define how information is collected, stored, and verified, and conducting annual operational risk reviews. Families that treat technology infrastructure as a strategic asset, rather than a back-office cost, are significantly better positioned to make fast, well-informed investment decisions and to onboard new asset classes such as tokenised securities as they mature into mainstream allocations.

Source: Family Office Exchange Technology Survey 2024

Last verified: April 2026

Best for Specific Use Cases

Best for Inflation Protection

Gold allocation of 5-10% combined with infrastructure and private credit with floating-rate features.

Best for Uncorrelated Returns

Art and collectibles with a specialist advisor, targeting blue-chip works with a 5-10 year hold horizon.

Best for Long-Term Return Premium

Private equity fund-of-funds with co-investment rights, diversified across geography and vintage year.

Best for Income Generation

Senior secured private credit with 3-5 year duration, targeting 10-12% net yield.

Best for Human Capital Development

Structured talent programme with competitive compensation benchmarking, mentorship, and career development plans.

FAQs

How much should a family office allocate to alternative assets?

There is no universal answer, but the Campden Wealth 2024 Global Family Office Report found that top-performing family offices allocated an average of 46% of AUM to alternatives, compared to 38% for the broader survey group. The appropriate allocation depends on the family’s liquidity needs, investment horizon, and risk tolerance, and should be documented in the investment policy statement.

Is art a mainstream investment for family offices?

Art is not mainstream in the sense of being held by all family offices, but it is a well-established allocation for UHNW families. The Art Basel/UBS 2025 Art Market Report estimates that collectors with net worth above USD 50 million allocate an average of 5-7% of their wealth to art and collectibles. Professional art advisers and specialist art finance products from private banks make the asset class more accessible.

How should family offices approach talent retention given competitive markets?

Retention requires a combination of competitive compensation (benchmarked annually against the Agreus Group or equivalent surveys), career development pathways, and a strong organisational culture. Family offices that offer co-investment rights or profit-sharing arrangements to senior investment staff report significantly higher retention rates, according to a 2024 Mercer study.

Where can I learn more about the future of family offices?

DBS Private Banking publishes the Future of Family Offices series, which covers emerging trends, governance best practices, and investment insights for family offices in Asia. Visit the DBS Future of Family Offices page for access to the latest research and events.

Learn more about DBS Private Banking family office services at https://www.dbs.com/private-banking/wealth-planning/future-of-family-offices-series.page

This article is for informational purposes only. It does not constitute financial, legal, or investment advice. Readers should verify all information with qualified professionals and consult official regulatory sources before making any financial or wealth management decisions.

Last updated: April 2026

The latest surge comes after the company secured Rs 467.30 crore order from an international company. The company said it is unable to disclose the customer’s name due to confidentiality obligations. It added that the order is a continuation of regular business from an existing customer.

As per the execution timeline, 50% of the order value is scheduled to be completed by March 20, 2027, while the remaining 50% is expected to be executed by June 20, 2027, MTAR said in a regulatory filing.

This is the company’s second order win in quick succession. Last week, MTAR announced it bagged an order worth Rs 2,279 crore from an international company. The renewed buying also stems from robust FY27 growth guidance following an impressive Q4 earnings.

In the Q4 earnings call, the management of MTAR Technologies said the outlook for the next financial year remains highly positive, supported by strong confidence in the execution of the current order book. The company said it has revised its FY27 revenue growth guidance upward from 50% to more than 80%, with a possible variation of 5%, while expecting margins of around 24% for the year.

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The management attributed the stronger outlook primarily to the initial expansion of capacities in the clean energy segment, which has already been commissioned. It added that the oil and gas plant is expected to be commissioned by the end of September and become fully operational thereafter.
According to the company, the nuclear and aerospace businesses are also expected to contribute significantly higher revenues in FY27, driven by the execution of nuclear projects backed by a strong order book and the commencement of volume production in the aerospace division for certain customers.The Hyderabad-based precision engineering company posted a consolidated net profit of Rs 44.28 crore for the March quarter, sharply higher than Rs 13.72 crore reported in the same period last year, reflecting a growth of about 223%.

Revenue from operations for the quarter rose nearly 67% to Rs 306 crore from Rs 183 crore a year earlier. The increase was mainly driven by higher product sales, which rose to Rs 303 crore from Rs 179 crore in the corresponding quarter last year.

For the full year FY26, the company reported consolidated net profit of Rs 94.03 crore, compared with Rs 52.89 crore in FY25, translating into growth of close to 78%. Annual revenue from operations rose 31% to Rs 876.21 crore from Rs 675.99 crore in the previous financial year.

MTAR Technologies shares have witnessed a sharp rally this year, turning into a multibagger with gains of nearly 244% in 2026 so far.

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)