Artificial intelligence may be the acronym dominating financial headlines, but another AI—alternative investments—is redefining the future of wealth management. Once reserved for institutions and the ultra-wealthy, private market investments are increasingly seen as essential to achieving diversification, returns and resilience. Yet as advisors expand access, they also confront the realities of complexity, operational friction and client inexperience.
The Rise of Alternatives in Wealth Management
Alternative investments and private assets are rapidly moving from the margins into the mainstream of wealth management. Once the exclusive domain of institutional and high-net-worth investors, alternatives are now a strategic consideration for advisors worldwide. Surveys from iCapital and Deloitte indicate the rapid democratization of private markets, with allocations from retail investors projected to increase from $80 billion to $2.4 trillion by 2030. Yet Cerulli’s latest research offers a sobering counterpoint: the average advisor allocation to alternatives remains just 2.3%. The gap between enthusiasm and execution underscores the challenge ahead—and the opportunity for firms that can make alternatives truly accessible and integrated.
But as adoption grows, so do the challenges across operations, education or technology. As an industry, we are still in the early stages of making alternatives truly advisor and client-friendly. To unlock their potential, we must move beyond only providing access and focus on the systems, structures, and client experiences that make alternatives sustainable in everyday portfolio management.
Complexity Beneath the “Alternatives” Label
Alternatives are too often discussed as if they are a separate, impenetrable asset class. In reality, they span a diverse set of strategies, such as private equity, private credit, hedge funds, venture capital and real estate, each with its own distinct risk-return profiles, liquidity considerations and role in a portfolio. Additionally, evolving vehicle structures, such as evergreen funds, interval funds, BDCs, new mutual funds, and ETFs, as well as model portfolios, are reshaping how investors access alternatives.
iCapital’s survey underscores this allocation: private equity (66%), private credit (56%), and hedge funds (54%) remain the top alternative investments that advisors are allocating on behalf of their clients, while structured investments are gaining traction for their flexibility and personalization benefits. Advisors are being asked to navigate this expanding menu while also aligning with clients’ goals and firm strategies. I have noticed that few in the industry are openly addressing how firms should decide which opportunities are right for which clients.
Based on recent conversations with wealth management executives, allocations can be quite complex, ranging from diverse share classes and fund structures to the opportunity of incorporating alternatives into unified managed accounts (UMAs). These leaders echo the concern that without integration, alternatives risk remaining siloed, undermining their potential to strengthen portfolios.
The wealth management industry would be wise to borrow lessons from institutional investors, who have decades of experience in due diligence, selection frameworks and portfolio integration. Advisors will need similar robust tools and guidance to effectively tailor alternative strategies and overcome the three most significant challenges:
1. Education is an Ongoing Experience
In many firms, education still means PDFs, webinars or slide decks, and many firms fail to offer much beyond those initial conversations or emails. Proper education is an experience, not a one-time handout. It is the ongoing dialogue between advisors and clients that contextualizes alternatives within a client’s portfolio, risk tolerance, and long-term goals.
For example, how does a 10-year private equity commitment compare to liquid equities? How should private credit be evaluated against traditional fixed income? These are the kinds of conversations that bring education to life.
These observations are echoed by executives who stress that education must be supported by technology, whether that be through interactive dashboards, scenario modeling or portfolio analytics that make alternatives intuitive for both advisors and clients. Many note that embedding education directly into onboarding and strategy selection creates a much stronger user experience than traditional one-off materials. This approach ensures that education evolves in tandem with the client’s exposure.
2. Operational Friction: The Industry’s Bottleneck
Advisors consistently point to operational hurdles as the biggest barrier to broader adoption. Client reporting, documentation and investor eligibility standards are becoming leading pain points. These manual, legacy workflows are slowing down an otherwise accelerating trend.
Executives are increasingly vocal about these pain points, particularly around subscription and capital call processes, custodial fragmentation, and the lack of standardized data. Improved ecosystem integrations and data infrastructure are critical to unifying reporting, risk scoring, and reducing the friction that currently slows adoption.
Thankfully, innovation is already happening. Marketplaces, intermediaries, custodians, and asset managers are investing heavily in automation, data management, and integration. Yet progress remains fragmented. Without common data standards, firms struggle to reconcile alternative investments with the rest of the portfolio and deliver unified reporting.
Industry collaboration will be essential. As the survey findings note, 44% of advisors want better data reconciliation, and 40% want stronger risk analytics. Solving these systemic issues is bigger than any one firm, and it requires collaboration across platforms, managers, and technology providers.
3. Moving from Isolation to True Portfolio Integration
Lower minimums, innovative vehicles and ETFs tracking private market exposures are lowering barriers to entry. These developments are democratizing access, but they should not be mistaken for the endgame. True democratization requires discipline.
Clients should understand not just how to access alternatives, but how those exposures map to their existing portfolios (for risk, return, liquidity, fees, etc.). For example, a private equity allocation, and ideally its underlying holdings, should be mapped to the equity allocation, not in a silo. Private credit should be assessed in the context of fixed income, although with very different characteristics. But without such a taxonomy, advisors risk presenting alternatives as an isolated slice of the pie rather than an integrated portfolio component.
By incorporating alternatives into a comprehensive asset allocation, advisors can better manage ongoing portfolio management, rebalancing and trading, cash management, client exposures, communicate risk, and deliver on diversification’s promise.
The Path Forward
We are at an inflection point. Advisors are committed to expanding access to alternatives for clients who demand them, but the roadblocks are real.
The next phase of growth depends on three imperatives:
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Education as experience. Replace stagnant and outdated content with interactive, ongoing conversations that help clients understand and live with alternatives over time.
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Operational integration. Build connected, standardized systems that eliminate friction across the investment lifecycle and allow advisors to effectively unite processes and provide a seamless experience for everyone.
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Portfolio-level discipline. Map alternatives into traditional portfolio frameworks to ensure exposures are intentional, transparent, and client-specific.
The challenge is to make alternatives work for client portfolios in execution. They’ve already proven value and earned their place in the industry, but implementing them effectively is the next step for the advisor community. That is what will make alternatives truly a core pillar of modern wealth management.
