管理層發言
Good day, and thank you for standing by. Welcome to The Carlyle Group Second Quarter 2025 Earnings Call. Please be advised today's conference is being recorded. I would now like to hand the conference over to your speaker today, Daniel Harris, Head of Investor Relations. Please go ahead.
Thank you, Kevin. Good morning, and welcome to Carlyle's Second Quarter 2025 Earnings Call. With me on the call this morning is our Chief Executive Officer, Harvey Schwartz; and Chief Financial Officer and Head of Corporate Strategy, John Redett. Earlier this morning, we issued a press release and a detailed earnings presentation, which is available on our Investor Relations website. This call is being webcast and a replay will be available. We will refer to certain non-GAAP financial measures during today's call. These measures should not be considered in isolation from or substitute for measures prepared in accordance with generally accepted accounting principles. We have provided a reconciliation of these measures to GAAP in our earnings release to the extent reasonably available. Any forward-looking statements made today do not guarantee future performance, and undue reliance should not be placed on them.
These statements are based on current management expectations and involve inherent risks and uncertainties, including those identified in the Risk Factors section of our annual report on Form 10-K that could cause actual results to differ materially from those indicated. Carlyle assumes no obligation to update any forward-looking statements at any time. In order to ensure participation by all those on the call today, please limit yourself to one question and return to the queue for any additional follow-ups. With that, let me turn the call over to our Chief Executive Officer, Harvey Schwartz.
Thanks, Dan. Good morning, everyone, and thank you for joining us. We delivered an exceptionally strong second quarter. Our performance marks significant progress against our strategic plan and underscores once again the momentum we have globally. We set a number of new record highs. FRE was a record $323 million, up 18% year-over-year. FRE margins for the first half was also a record 48%, and we hit record AUM of $465 billion. It's also worth noting at $886 million, this is the highest level of first half DE the firm has ever had. We also brought in $51 billion of organic inflows over the past 12 months. This is a clear sign of continued confidence from our investors and is reflective of the diversified nature of our global investment platform. Before I dive into more specifics of the quarter, I'd like to address the macro environment. As we progress through the second quarter and into the summer, sentiment has continued to pick up meaningfully.
Markets are functioning quite well, and activity has accelerated. Equities are near record highs and credit spreads are also near record tight levels. Markets have responded quite well to progress by the administration on tariff negotiations and tax policy. This has reduced uncertainty and accelerated M&A and deal activity. As we all know, confidence is the greatest market elixir. And with increasing confidence, we're seeing continued demand for private capital. We're investing where we have strong conviction and see relative value, while maintaining our disciplined approach to how we price risk. Across the firm, we deployed $26 billion in the first half of 2025. This is up almost 50% year-over-year. I would also like to highlight how much capital we're returning to investors. Firm-wide realized proceeds are up nearly 40% year-over-year. While the corporate private equity market broadly has faced criticism for low levels of capital return to investors, we've defied that trend.
We returned almost $15 billion to investors over the last 12 months. This represented 17% of our portfolio and is 3 times the industry average. And again, this is just for the second quarter, which includes significant post-quarter activity already announced. This is an impressive achievement for our teams and fantastic for our investors, and highlights the strength of the portfolio and differentiates us in the marketplace compared to other firms. And trends in performance also continue to be quite positive. Our two most recent U.S. buyout funds appreciated approximately 20% over the past 12 months. In Asia, funds 1 through 4 each ranked in the top 5% performance in their respective categories, and our fifth fund appreciated 8% this quarter alone. We've had distinctive performance versus the market in other parts of our business amid one of the most difficult and fundraising environments for real estate in recent memory.
This week, we announced the final close of our tenth U.S. fund at $9 billion. That's nearly 15% larger than the predecessor fund. This team is worth underscoring given their standout performance versus history in a difficult real estate investment backdrop. This marks the largest U.S. real estate fund raised across the industry in the past 18 months, a real reflection of the performance excellence of our team and the power of our global brand. Over on Global Credit, we hit key milestones across multiple parts of the platform. In asset-based finance, a key area of growth for Carlyle, we see lots of momentum. This quarter, we announced the first-of-its-kind collaboration with Citigroup in the fintech specialty lending space. We also entered into a new strategic origination partnership, bringing us to 6 platform partnerships that collectively enhance our differentiated origination capabilities.
Asset-based finance AUM is up 40% year-over-year and continues to scale rapidly. In our opportunistic credit business, we provided a landmark hybrid capital solution to Trucordia, a leading insurance broker. More broadly, global insurers continue to represent an improving growing client base for Carlyle. We continue to see strong demand for capital and liquidity solutions for insurers to Fortitude Re, which closed on $8 billion of reinsurance contracts in July. We also continued to be a compelling partner to third-party insurance clients globally, providing access to a variety of investment opportunities, particularly as interest in private investment-grade solutions accelerates. This enables us to work with the full spectrum of insurance clients while benefiting from the growth of our partner, Fortitude Re. Moving on to Carlyle AlpInvest. The business had a record quarter with fee revenues up more than 50% and FRE nearly doubling over the past year.
Secondaries continue to be a major growth engine and our latest fund currently in market is already significantly larger than the prior vintage. The secondaries co-investment portfolio finance business provides us with unique content and a committed advantage as market dynamics shift and liquidity needs evolve. Our expertise, combined with the scale of our global platform puts us in a strong position as secondaries and portfolio finance markets continue to grow. Turning to global wealth, we've seen the assets in CAPM increase sixfold over the last year. CAPM provides diversified exposure across our Carlyle AlpInvest investment strategies. There are a number of reasons advisers and investors have interest in this solution, including the speed of deployment, liquidity, diversification benefits and of course, a long history of outstanding investment performance. This is an extraordinary solution for our wealth clients.
Last month, we launched a partnership with UBS, where we are the exclusive private equity secondary solution for their international wealth clients. We're thrilled to partner with them and the early response has been fantastic. UBS is one of the leading global wealth management platforms, and we expect this partnership to be a strong driver of growth. In aggregate, we now have almost $30 billion AUM of perpetual evergreen strategies, up nearly 40% year-over-year. Lastly, we continue to gain momentum in our capital markets business, another important strategic initiative for the firm. Over the last 12 months, we generated over $230 million in capital markets fees and we see further upside to this level as M&A and IPO market activity increases. To wrap things up, we've seen tremendous growth and momentum over the last year. As we look ahead to our next phase of growth, we announced a series of leadership appointments last week, including naming John Redett, Mark Jenkins and Jeff Nedelman as Co-Presidents, and appointing Justin Plouffe as our new CFO.
These appointments are a natural evolution of our business and solidify our ability to operate at scale with the focus, alignment and agility required to lead in today's environment. I look forward to partnering closely with these leaders as we execute our strategy and deliver significant value to our investors and stakeholders around the world. With that, let me turn things over to John.
Thanks, Harvey, and good morning, everyone. As Harvey said, we had a fantastic second quarter. We delivered record FRE of $323 million, up 18% year-over-year. Year-to-date FRE totaled $634 million, up 18% with a 48% FRE margin. DE of $2.05 per share over the first 6 months was a record start for the firm. Management fees reached $590 million for the quarter and $1.1 billion year-to-date, a 7% increase. Capital market fees were $48 million in the second quarter, $126 million year-to-date, more than double last year. Overall, year-to-date fee revenues of $1.3 billion increased 14% year-over-year. We also reported record firm-wide AUM ending the quarter at $465 billion. First half inflows totaled $28 billion, and over the last 12 months, inflows reached $51 billion, a 12% organic growth rate. We raised $2.2 billion in our evergreen funds during the quarter, bringing our AUM in this important growth area to nearly $30 billion, up more than 40% year-over-year.
Both Global Credit and Carlyle AlpInvest delivered record FRE, together accounting for 55% of firm-wide FRE, up from less than 30% two years ago. This shift reflects the increasing earnings power of these businesses and the overall diversification of our earnings stream. Carlyle AlpInvest FRE reached a record $68 million for the second quarter. Year-to-date FRE of $134 million is up more than 80% driven by a 43% increase in management fees. We raised $5.1 billion of new capital in the quarter, supported by the final close of our latest co-investment fund, which is nearly 15% larger than its predecessor. We've also seen strong fundraising in our latest secondaries fund, which is already significantly larger than its predecessor, and we are still raising capital. FRE margin in AlpInvest reached 54% in the quarter, up from 49% in Q2 last year. Global Credit also delivered strong performance with $111 million in FRE compared to $81 million in the second quarter of last year, a 37% year-over-year increase.
For the first half, FRE of $215 million increased 41% organically year-over-year with a 46% margin. Global Credit benefited from strong capital markets activity, increasing fee-related performance revenue, and 11% growth in management fees. Credit inflows remained strong with $5.5 billion raised during the quarter. This was driven by CLO issuance, asset-backed finance, and inflows into CTAC. Over the past 12 months, Global Credit inflows of $24 billion reflect continued scaling in our strategy as well as cyclical and secular tailwinds. Turning to Global Private Equity, a key highlight in the quarter was the activation of our tenth vintage U.S. real estate fund, which closed at $9 billion, nearly 15% larger than its predecessor. A great outcome amidst a challenging real estate fundraising environment. Performance in our U.S. buyout platform remains strong with CP VII and CP VIII portfolio appreciation of 3% to 4% in the quarter, and 17% to 20% over the last 12 months.
We also continue to return significant capital to our investors. This quarter, realizations in StandardAero, NSM Insurance, Forgital, and Novolex drove nearly $4 billion of realized proceeds in corporate private equity. In addition, we've announced approximately $4 billion of transactions that have not yet closed. Over the last 12 months, we have returned almost $15 billion to investors in corporate private equity, nearly triple the industry average. Realizations across our global investment platform over the last 12 months are approaching levels not seen since 2022. Given the exceptional first-half performance and momentum across the business, let me update you on our 2025 outlook. We now expect full-year FRE growth of approximately 10%, up from our prior outlook of 6%, while continuing to invest in the business to drive growth. We're also tracking towards full-year inflows of $50 billion compared to our prior outlook of around $40 billion.
Before we wrap up, I'm really excited for Justin to step into the CFO role in January. I've known Justin for a long time as we've been colleagues at Carlyle for nearly 20 years. He's an exceptional investor and business manager, and I'm excited to work with him over the next several months as we both transition into our new roles. With that, let me turn the call over to the operator for your questions.
分析師問答
Our first question comes from Bill Katz with TD Cowen.
Congratulations to everyone with the promotions. Wonderful to see. Just maybe pick up, John, where you left off on the guidance. Great to see the increase for sure. I was wondering maybe a two-part question, maybe part one for you and maybe part two for Harvey. For you, wondering maybe unpack the driver of the step-up of the FRE growth, how much of that is more second half versus sort of strong first half? And then where do you see the incremental growth on sales? And then for Harvey, I know we've been speaking about this a little bit. I know your peers are laying out sort of 5-year targets. It doesn't seem like you want to do that, but it seems like you might be receptive to looking out a little more intermediate term. I'm wondering if you can maybe frame out how we should be practically or sort of initially thinking through 2026 opportunity to grow the business.
Well, Bill, maybe I'll kick off. And I heard it was your birthday today. Is that right?
Yes, and thank you for the great results, great birthday present.
That's all about you, Bill. Well, Happy Birthday. Okay, to be serious. Look, when I arrived at the firm, some of the feedback from our stakeholders is that we didn't have forward-looking metrics for people to dive into. So for the first time ever, as you know, roughly 2 years ago, we put out the annual metrics you guys have given us feedback that you'd like to see longer duration. And so we'll think through that. We want to make sure you guys have the information you can use. I don't know, you and I talked about this. I've talked about this with lots of shareholders. I'm not sure anyone in the world can predict 5 years in any business given the complexities of the world. But certainly, if there's a bit of a desire for more, we'll certainly contemplate that. I'm not committing to anything, but we'll certainly take that into consideration. But I'll turn it over to John for the second part of the question.
Yes, Bill, look, the revised outlook really just reflects the strong momentum we have across the entire platform. The firm is performing ahead of our expectations. So, look, we're pleased with the year-to-date results. The momentum is strong, as I said, but we continue to invest heavily in the franchise to drive growth looking forward. I think it's helpful just to frame, I mean, FRE was up 18% in the second quarter, up 18% year-to-date. Very, very pleased with the results. So the outlook really just reflects improved momentum across the franchise. What's driving this outperformance? I would say the organic growth at AlpInvest is just exceptional. There’s no other way to describe it. They are at levels we haven’t seen before, and again, I think it's important to realize it's all organic. It’s truly exceptional. We had really strong capital markets revenue year-to-date, and the markets, I would describe as kind of neutral, not super strong, not weak. So I think that has could be a source of growth for us looking forward, and we do see some upside to the guidance if the markets improve. Wealth is a big driver that's becoming increasingly more important for the firm, and that's an area where we're investing heavily.
The only thing I'd add to that, Bill, is when I travel the world, the level of engagement is as high as I've ever seen it since the first day I've been at the firm. That obviously reflects all the great work the teams are doing on executing the strategy, but it's also part of the environment. The last point John made, I think there's a lot of operating leverage to an improving environment. And so I think there's upside to these numbers.
Our next question comes from Steven Chubak with Wolfe Research.
I wanted to just unpack some of the retail commentary a bit more. The momentum is quite impressive. Flows are steadily building. We also know the CPEP launch coming in the back half. So it does feel like fundraising is potentially poised to take another step function higher. What do you think is an achievable level of run rate flows on the platform? Just when we think about the vehicles already out there in the market, some of the launches still on the come. And given that you're likely marketing CPEP right now, I just want to get a pulse on some of the initial receptivity to the product.
Yes. So why don’t I give you some insight into that. So when I got here, there really wasn't a systematic strategy for how we were going to engage wealth around the world, but it was very obvious the wealth trend was emerging. And I say emerging because even though it’s been significant, I still remain quite committed to the view that globally, this is a trend that's going to continue for many, many years. And we systematically repositioned the business, the platform with our partners. And again, this ties back to basic fundamentals. The brand has such global recognition; the partnerships that we have, we're really thrilled with our partners, as I mentioned, launching this partnership with UBS as their exclusive partner internationally. So these are world-class partners that we're working with. From time to time, people, I think, suggest, okay, there's a lot of people on platforms. There's not a lot of Carlyle on platforms with the scale we have, the brand we have, the history we have, and the ability to create solutions the way we can.
John talked a bit about Carlyle AlpInvest, but that's a category killer in terms of the wealth business. It has all the characteristics and it allows us to build off that in some unique ways. So here are the sort of fundamental components of the strategy. Three flagship funds, the third of which you mentioned, CPEP, which will be coming online in the second half of the year; all these things have a very natural flywheel effect. So we're known globally; we have a position in the marketplace. I spend a lot of my time with advisers. And advisers are quite interested in including this in their toolkit. It’s not for every adviser; it shouldn't be for every adviser, but the momentum is pretty palpable.
Next question comes from Alex Blostein with Goldman Sachs.
I wanted to maybe click into another area of sort of strategic priorities for the firm, which has been around Credit. Really nice results this quarter, even when you back out the catch-up fees. Maybe talk a little bit about how you view the credit business over the next couple of years? Specifically related to asset-backed finance, investment grade, private credit, the capabilities you have there. And how you expect that business to grow, not so much for the backlog, but if you think about it on a multi-year basis?
One of the most intriguing trends in the industry, which aligns well with our strengths, is the convergence of insurance credit and private credit. Private credit has matured over the years; although direct lending remains a key component, the diversification into various asset classes is allowing our partners to achieve additional returns. They are shifting assets into this area due to the favorable risk-reward profile and the fact that it represents another sector of private investment grade. Much of the interest is driven by the size of the market and the increasing capital needs, which we anticipate will continue to grow. We have adopted a strategy of selectively forming collaborative partnerships; we currently have six such partnerships where we believe we can facilitate unique asset flow. Last year, we completed our largest transaction with Discover. Our capability set is impressive, and I foresee continuous growth in this market.
Over time, this sector will represent another opportunity for wealth, fitting well with initiatives like CTAC. This area is gaining significant attention, initially sparked by the merging of insurance and private credit in the quest for improved risk-adjusted returns. Now, this conversation has become global, involving sovereign wealth funds, institutions, and pension funds, as asset-based finance becomes a more common theme in investing dialogues. We have developed a strong franchise and extensive internal knowledge thanks to our partnership with Fortitude. We are optimistic about our progress in this area.
Our next question comes from Ben Budish with Barclays.
Could you provide more insights into the near-term outlook for AlpInvest and the overall Solutions business? It appears that fundraising for the secondaries vehicle is progressing very well. How much more potential is there in that area? With CAPM in the market and a new secondaries vehicle launching soon, I’ve noticed a more consistent pace of significant fundraises for co-investment and secondaries, with fewer gaps than before. I understand you mentioned earlier that you’re not ready to share long-term targets, but how should we interpret the situation? Is there a chance that the FRE could double again at the same pace as before? How should we assess the medium-term trajectory considering all these dynamics?
Ben, it's John. Thanks for the question. Look, I think you're right. When you look back historically at AlpInvest, the growth was more of a step function. We would raise money then it would be flat for a period of time then we'd be back in the market and raise money. That was kind of what that business looked like for a couple of years. I think the business has really evolved. I don't really see that step-function growth going forward. I think CAPM is going to be a big driver of growth, a consistent driver of growth looking forward. I mean CAPM in the second quarter, it's up 6 times what it was relative to the second quarter of 2024. So just exceptional growth there. The funds we're raising are bigger than predecessors. I said the co-investment fund we raised, we closed in the second quarter. It's 15% bigger. The secondaries fund we're raising is going to be significantly larger than the predecessor.
It already is, and we haven't finished fundraising yet. I think it's important to note that we continue to raise money for our latest secondaries vintage fund, and that fund is 65% committed. So obviously, we're going to be back in the market at some point in time in the near term with another secondaries fund. So I think that will even out the growth. I feel very comfortable that the business can continue to generate consistent growth. I’m not going to sit here and tell you it's going to grow at 45% every single year I think that's quite exceptional. But I think this business has tremendous growth attributes to it, and I would fully expect it to continue to grow at a very attractive growth rate going forward.
Our next question comes from Brian McKenna with Citizens.
And first off, congrats on all the momentum. So John, you've been CFO for about 2 years now. I'm assuming you've had a little bit of a different view and look at the entire business just in this position. So as you transition back to Global Private Equity, is there an opportunity to collaborate more and leverage the broader Carlyle ecosystem to drive better outcomes in that business? And really, what are your top priorities going to be once you're back in that role? And ultimately, how do you permanently accelerate growth in that segment longer term?
Yes. Look, I think collaboration across the Carlyle platform is something that's always been very strong. I think it's a hallmark of our culture. We've always been a very collaborative culture and that really reflects collaboration within Global Private Equity, but more importantly, between Global Private Equity, and Credit and AlpInvest. So I don't think there's much I need to change there. It's actually quite impressive looking at it today. In terms of Global Private Equity priorities, look, we've been very focused on Global Private Equity in the last several years. It's been an area where Harvey and I spent a lot of time. And I look at the progress within our corporate private equity business, and I think it's quite exceptional. We've made some changes to that business, and we've talked about it in the past. And you look at how our corporate private equity business is performing in the U.S., the performance is very strong, up 3% to 4% this quarter in our U.S. corporate private equity business, up 17% to 20% in the last 12 months.
I feel very good about our U.S. private equity business. Our Asia private equity business performance is very strong. Look, performance drives realizations and more realizations leads to carrier release. We are an outlier in a good way in terms of realizations, and we've been active in the last 12 months. We've continued to be active post the second quarter. I feel very good with how the investment teams are completely focused on performance and monetizations. Real estate, it’s probably one of the most challenging real estate fundraising markets that I can recall, maybe ever. We were able to raise a real estate fund, our 10th fund that was 15% larger than the predecessor, which reflects just the caliber of the team we have in place and the performance. I feel very good about the role I'm stepping into. I'm stepping into a business that is actually performing exceptionally well.
I'll just add two things on the move. First, if you consider the trajectory of our key strategic growth areas, such as credit insurance and global client relationships, CPEP serves as a significant representation of our activities in private equity and AlpInvest. Having John in this position will greatly enhance our efforts in driving best practices and ensuring consistency regarding resource allocation, investment excellence, and product development. John's leadership of CPEP feels very natural. Additionally, the past two years have been incredibly fruitful for John, and I can confidently speak to that. We will have an opportunity to express our gratitude to him, as he has been remarkable. I'm also very excited about Justin stepping into this role. He has been with us for 20 years and brings a wealth of history. Promoting from within is extremely advantageous for our firm's strategy. The importance of these leadership roles and the synergies they create cannot be overstated. We were fortunate to have John take on this role, and we have great confidence in Justin. This transition is going to be smooth for everyone.
Our next question comes from Patrick Davitt with Autonomous Research.
You highlighted the strong flagship marks, obviously returning a lot more capital, but the net IRR of CP VII still kind of stuck at that 8%. So how should we think about the tipping point where you would feel more comfortable taking cash carry on incremental realizations from that fund? And I know you don't give specific like realization numbers, but you mentioned the $4 billion in 3Q already. As you look at that, think about what could be sold before year-end, how are you feeling about the tenor of realized performance fees in 2H versus 1H? Or does the CP VII issue and/or lead times make this more of a 2026 story now?
Yes. It's John. Look, we have been clear in previous calls. CP VII is not going to be our best fund. When I look at CP VII today versus 2 years ago, I think what we've done is quite extraordinary. That fund has appreciated 17%. And you look at CP VIII, CP VIII is a second quartile fund, and that fund appreciated 20% and quite frankly, already has a pretty healthy level of DPI given that it's only 65%, 70% invested. So it's really hard for me to tell you exactly where the tipping point is for carry. But the only thing we can do really to drive carry is continue to perform, and that's what we're doing. The performance in the U.S. is very strong. Performance in Asia is very strong. The first 4 funds are in the top 5%. Our Asia buyout fund returned 8% last quarter. We're going to focus on performance; performance drives realizations. When DPI gets to the right level, that will be the tipping point for carry.
It's also important to look at just our accrued carry on our balance sheet at $2.9 billion. That's up 30% from last year, 30% from last year. The two big drivers of that 30% increase have really been corporate private equity, a lot of it U.S.-driven, VII and VIII and AlpInvest. AlpInvest had a big driver this quarter, which is great to see. This $2.9 billion, a 30% increase from last year, represents $8 a share, so it's a tremendous source of value for shareholders going forward.
Our next question comes from Brian Bedell with Deutsche Bank.
Congratulations on the promotions. Regarding capital markets fees, this has shown significant growth from a strategic standpoint. I'm noting about seven consecutive quarters of year-over-year growth. Could you comment on whether you believe the second half of the year can surpass the first half in terms of capital markets fees, considering the current market conditions? Additionally, how do you see the longer-term strategy evolving towards 2026, especially concerning the key drivers of organic growth in the capital markets business relative to the broader economic environment?
Thank you for the question. When I started, there wasn't a clear strategy for capital markets fees, but the team has done an excellent job of developing and implementing one. A fundamental aspect of this strategy is that we are not risking capital, which allows us to generate very high-quality fees in capital markets. These fees reflect our business activity and contribute significantly to our operating leverage due to the flywheel effect that correlates with activity levels. As we move into the second half of the year and look ahead to next year, some key developments are underway. Now, this has become second nature for us. Historically, there have been some businesses that prevented us from capturing fees, but we are actively addressing that now, providing more organic growth opportunities. Additionally, as our businesses expand, so do the opportunities. There are three main components to our natural growth trajectory: firstly, new funds entering the market will create more fee-generating opportunities; secondly, we are seeing operating leverage from the current environment and a developing muscle memory within the business; and thirdly, the growth and scale of our platform across various credit assets will drive fees. Historically, at a peak point in the cycle, this was a $300 million business, and in the right conditions over the medium term, we expect to surpass that significantly.
Yes. The only thing I'd add, I would reiterate what Harvey said; I do think our capital markets revenue stream is very high quality in the sense and Harvey mentioned this, we're not taking balance sheet risk for this earnings stream. Two, it is only focused on Carlyle. We're not doing capital markets outside of Carlyle. If you just look at the last 2 years, the tremendous growth we've had in the capital markets revenue, the markets have been relatively benign, and we've been able to drive tremendous growth. So I think this is going to be a great source of growth looking forward.
Our next question comes from Ken Worthington with JPMorgan.
Just digging into wealth, your wealth products are really ramping nicely. We're seeing flows get better each quarter, great success in CAPM and CTAC and you've got new funds coming. Just remind us, can you flesh out the path forward and next steps, what's the ongoing vision here?
Global domination might sound like a joke, but I genuinely believe we are well-positioned for success. To achieve success in wealth and retirement, there are a few crucial elements. One of the most important is brand recognition. Although it can sound clichéd, brand recognition matters. It reflects a business established in 1987, recognized globally for its trustworthiness, which gives us a worldwide presence. Additionally, we have a 25-year history in Japan and a 30-year history in non-Japan Asia. The wealth phenomenon is indeed global, and while we often discuss it from a U.S. perspective, our brand stands out, allowing us to connect with advisers and affluent individuals worldwide. Another critical factor is the diversification of our platform. While a single-line approach can lead to some success, our diversified platform is essential. Consider the counter-cyclicality provided by our AlpInvest platform alongside conventional buyouts.
By collaborating and brainstorming solutions for clients, we can adapt and create what advisers genuinely desire. This understanding is vital, and I dedicate significant time to meeting with advisers, especially on the West Coast, to grasp their clients' needs. We have the brand reach and global presence to address these needs effectively. I believe we are just at the beginning of this global trend, and with our presence across various platforms and regions, we are genuinely excited about the opportunities ahead.
Our next question comes from Glenn Schorr with Evercore ISI.
I wanted to follow up on the strong growth across AlpInvest and secondaries. My question is focused on the potential for performance, as you're seeing impressive growth and the industry is raising a significant amount of money. I’ve noticed a more consistent pattern of large fundraises for co-investments and secondaries, with previously noticeable gaps starting to close. I'm curious if you could share your thoughts on this. I understand that you mentioned earlier you’re not ready to provide long-term targets, but how should we approach that? Is it possible for the FRE to double again at the same pace as before? Additionally, how should we consider the medium-term trajectory given all these factors?
Yes, Glenn, we've discussed this before. I believe the industry is experiencing both cyclical and long-term growth factors. I see the secondaries market as being about 10 to 15 years behind the corporate private equity sector. There is significant demand for this product, which is fueling a lot of our growth. Additionally, the secondaries industry has only a few major players, which sets it apart from private equity. This market is growing at about 40% annually. While I won't claim that AlpInvest can maintain that 40% growth rate indefinitely, it is clear that we are still in the early stages of this industry's development. The factors driving growth are quite robust. The way people use secondaries has evolved significantly over the past decade; many more are now utilizing them as a liquidity tool, not just due to slow realizations in corporate private equity, but as a frequent liquidity option for portfolio rebalancing. I think there are strong tailwinds that will support this growth for the foreseeable future.
I'd take a step back for a second and first of all, underscore everything John said. I think sometimes a couple of points here strategically that need to be identified can kind of get lost in the industry. One is that as John mentioned, there's only a handful of hyperscalers in this business. We're one of them. What it means to be a hyperscaler, means to have a 25 year history. We celebrated our 25th anniversary of AlpInvest in Amsterdam this year. It's about understanding cycles, consistency of performance, consistency of the team. It's not just secondaries, it's secondaries, co-invest, primary on our platform, and portfolio finance. This is where you get into the secret sauce. And by that, I mean, it is evolving to be a corporate finance solutions business, not just secondaries. When I’m in conversations with sovereign wealth funds, CEOs or CIOs or wealth clients, it's really more about how can we deliver the full breadth of that platform. And that's been a big part of the pivot over the last couple of years that integrated into the everything Carlyle to give the business leverage. I feel really good about its place and its value to our clients, whether institutional or wealth.
Our next question comes from Michael Cyprys with Morgan Stanley.
Just wanted to follow up on the success in the private wealth channel with the success with CAPM, CTAC and the new private equity evergreen product to come in the second half. So just curious how you're thinking about leveraging the success across an even broader suite of products over time in the private wealth channel. So curious how you're thinking about product development, scope for partnerships to maybe create hybrid public-private products, and scope for accessing the 401(k) channel. Just curious how you're thinking about this, how you're approaching this, and what might we see from Carlyle over the next several years?
Thank you for the great question. We're dedicating a lot of time to this internally. The primary focus is ensuring the client is at the forefront of our discussions. For instance, as we explore the retirement channel, we need to identify the essential needs for retirement. There’s a lot of buzz regarding the total addressable market and the excitement surrounding it, which is valid and much needed—it's time for hardworking individuals to have access to these retirement tools. However, there’s still much to address in collaborating with regulators and government officials to ensure our industry gets it right. By "getting it right," I mean we must create solutions that consistently deliver on our promises over time. Strategically, we should consider where our strengths lie. We've discussed our capabilities in the secondaries business, which opens up various opportunities for creating solutions.
The challenge isn’t in identifying what we can produce; instead, we could generate an almost endless list of potential solutions. We could develop regional funds or different investment strategies. Ultimately, it’s about recognizing the core needs of the client, be they wealth advisers or the mass affluent in the retirement space, and crafting solutions that deliver excellent performance over the long term. We have numerous ideas we can pursue, but our aim is not to create for the sake of it; we want to ensure that what we build is meaningful.
Our next question comes from Dan Fannon with Jefferies.
I wanted to follow up on the insurance opportunity. You guys had some announcements earlier in the year, but was hoping to get an update for the back half or as you think about longer term the growth and contribution from that segment?
Yes. Look, we've been pretty clear on Fortitude. It's been a very good investment for us. It's been a big driver of growth. I know there was some commentary on 2024. 2024 was deliberately quiet for us. We had to absorb the Lincoln transaction in which was in the fourth quarter of 2023. That was a conscious decision on our end. We really started ramping up activity towards the back end of 2024. The results this year reflect that. We announced a $4 billion transaction closed in the first quarter. The Unum transaction, which we announced earlier in the year, actually closed on July 1. So that transaction is closed. There are a couple more in the pipeline. Overall, I think it will be a very busy year on the Fortitude front. One thing I particularly like about Fortitude is, it's a reinsurance solution for us. It's been a great solution on that front. It's very active. The pipeline is, quite frankly, probably busier than it's been in a couple of years.
We're probably the most active reinsurance business in Japan, and I think there’s more to come on that front. As we think about how we get kind of more of a flow insurance capability into Carlyle, the way we set up core Fortitude is we can do that inside Fortitude; we can do it outside of Fortitude. So we have tremendous strategic flexibility in terms of how we think about attacking the flow segment of the insurance business. Overall, we're very pleased with Fortitude. This year has been a good year in terms of growth. Again, I’d just reiterate the pipeline is very active.
Our next question comes from Kyle Voigt with KBW.
Just on GPE, earlier this year, you mentioned the rate of decline for 2025 management fees would be meaningfully below the 7% you posted in 2024, and it seems like you're well on track to deliver that. I just wanted to get your updated thoughts on the progression of management fees for GPE and whether you think we could be at an inflection point here in terms of getting back to year-on-year management fee growth in 2026. And Harvey, there's been a lot of change in the macro environment just over the past year or sort of the past quarter. When you're out speaking with LPs, how do you think receptivity is right now for potentially allocating to U.S. buyout? And has the tone changed at all there recently? And obviously, asking just in light of you getting ready to launch CP IX fundraising.
Yes. The engagements with LPs have been great. You see that reflected across the whole global platform. When we work with our LPs, we work with them obviously, across the entire platform. The private equity industry has kind of gotten tagged, maybe appropriately so, and criticized with not returning capital. I am super pleased and proud of what the teams have done at Carlyle. John went through it earlier, so I won't repeat it, but you take what the U.S. buyout leadership has done in the past 2.5 years since I showed up in terms of making changes; repositioning the portfolio; investing really, really well. The performance in CP VIII, John talked about, second quartile and already distributing liquidity back to our investors. We are an outlier at this stage in the industry in terms of returning capital; returning 3x the industry average in terms of capital in corporate private equity. That’s no small feat.
If not, it's perfectly true also to say we're not happy with some of the net IRRs, and we have some work to do, but the momentum in this business and the engagement with LPs is quite high. We’re doing everything our LPs want us to do with the portfolio. The feedback from me has been positive. In terms of the macro environment, I think it's taken market participants a bit of time to understand how policy gets implemented in the new administration. If you go back to liberation day, I think everybody got a bit caught off guard by that. I think now there’s a general acceptance that the administration is acting as everybody expected at the beginning of the year, which is very pro-growth. While some might struggle with the approach of the process, we actually look at sort of where things land; it feels very pro-growth, leaning in on regulatory changes, getting the tax policy through. There’s a lot of geopolitical stress in the world, which we're being thoughtful about. But the momentum across the whole platform feels good, and I'm really proud of what the teams have done on the buyout side. It's super impressive.
Thank you. I'm not showing any further questions at this time. I'd like to turn the call back over to Daniel for any closing remarks.
Thank you for your time and attention this morning. Should you have any follow-up questions, feel free to reach out to Investor Relations. Otherwise, we look forward to talking to you next quarter, and have a great summer.
Ladies and gentlemen, this does conclude today's presentation. You may now disconnect, and have a wonderful day.