The private capital sector stands at an inflection point. As economic volatility collides with regulatory shifts and geopolitical tensions, fund managers must navigate an increasingly complex landscape where traditional playbooks may no longer suffice. Against this backdrop of uncertainty, we sat down with James Maloney, Founder and Managing Partner of Tiger Hill Partners, to decode the forces reshaping private capital. With his unique vantage point—spanning board advisory work, regulatory advocacy, and corporate communications—James offers a rare perspective on how policy and politics now drive investment decisions.

Healthcare private equity stands at a fascinating crossroads in 2025. With $115 billion in global investments recorded in 2024 and regulatory scrutiny intensifying, the sector presents both unprecedented opportunities and complex challenges for sophisticated investors. This article examines the key trends driving healthcare PE's continued growth, explores how regulatory pressures are reshaping deal structures, and identifies the strategic adaptations that will determine which firms thrive in this evolving landscape. 

A growing consensus among industry leaders underscores human capital's pivotal role as a primary value driver. This paradigm shift was the focal point of discussions at Private Capital Global's (PCG) Talent Summits held this spring in Austin, New York, and London. Operating partners, talent leaders, and portfolio executives convened to explore the integration of talent strategy into the core of investment processes. This analysis draws upon perspectives from distinguished speakers and sponsors who participated in our talent summits, supplemented by industry research and market insights. The following examination integrates these diverse viewpoints to illuminate talent's increasingly integral role in the private equity value creation process.

In today's increasingly concentrated private equity ecosystem, mid-size managers face an existential challenge. Positioned awkwardly between emerging managers and global platforms, firms raising between $500 million and $2 billion find themselves in a precarious middle ground—too established to benefit from emerging manager programs, yet lacking the gravitational pull of industry giants. As capital flows increasingly favor the largest players, mid-size funds must fundamentally rethink their approach to remain relevant in institutional portfolios. This is no longer a cyclical adjustment, but a structural realignment demanding strategic response.

The convergence of healthcare and technology is no longer an emerging thesis, it is the dominant force shaping institutional capital allocation in 2025. Across markets and investment stages, private capital is moving decisively to the intersection of clinical transformation and digital innovation. For investors seeking a combination of long-duration growth, economic defensibility, and impact, this convergence represents both a tactical and strategic imperative.