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Mid-Life Capital: A New Win-Win for Mid-Market GPs and Co-Investors

32 min read

As exits remain slow, we believe mid-life capital has evolved from an emergency liquidity valve into a strategic tool for value creation. In our view, a particularly attractive form of this opportunity can be found in the mid-market—and may reward investors able to underwrite it like a buyout rather than a passive co-investment. 


A mid-life investment is a co-investment made one to three years after the acquisition of a portfolio company, providing additional capital to support its next phase of growth. For GPs, it offers a flexible way to continue backing high-quality assets without forcing an exit. In our view as direct co-investors, mid-life investments represent a differentiated opportunity set with a potential for an attractive risk–return profile that complements traditional co-investments across market cycles. Their shorter duration and earlier distributions may meaningfully enhance the cash flow profile of our direct funds.

The strategy is particularly relevant in the current market environment. Since the 2021 peak, global M&A activity has slowed as higher financing costs, macroeconomic volatility, and tighter buyer underwriting have weighed on transaction volumes and delayed exits. This has, in turn, constrained distributions: by 2024, buyout distributions as a share of NAV had fallen to their lowest level in more than a decade1. As a result, private equity portfolios contain a growing pool of mature businesses that may still have meaningful value-creation potential but are being held for longer.

This creates a distinct opportunity set for mid-life capital. In our view, the case is particularly strong in one specific part of the market: the mid-market.

Why the Mid-Market Is the Natural Home for Mid-Life Capital

Mid-life transactions can occur across the private equity market, but we believe the opportunity is particularly compelling in the small and mid-market. Two structural features explain why: alternative capital solutions become less scalable as transaction sizes decline, while the complexity of mid-life investing creates a capability gap among potential capital providers.      

First, many alternative capital solutions have a minimum efficient scale.

In our view, sponsors today have an expanding toolkit of capital solutions to support portfolio companies without forcing an exit. These include incremental debt, NAV facilities, preferred equity, continuation vehicles and, increasingly, mid-life capital. However, these solutions are not equally applicable across the market.

We believe that as company size decreases, many of these solutions become progressively less accessible. NAV facilities, structured credit and similar financing solutions are typically more expensive, harder to source and more operationally intensive for smaller GPs. Debt markets also tilt against the mid-market, with spreads in private credit generally higher than in the broadly syndicated loan market.

We note, however, that the limitations differ across the toolkit. While debt-based solutions become more expensive as company size decreases, equity-based solutions such as continuation vehicles face their own scalability constraints. Continuation vehicles have become an established solution for larger buyout funds. However, they require significant transaction sizes, syndication, legal work and operational resources. As the secondary market has matured, minimum deal sizes have continued to increase, making many mid-market companies uneconomic candidates for a continuation vehicle.

The strategic need, however, remains exactly the same. Mid-market GPs still need capital to fund acquisitions, accelerate growth and optimize exit timing. Without practical or cost-effective alternatives, mid-life capital becomes a natural solution.

Importantly, mid-life capital should not be viewed as an alternative to continuation vehicles, but as a complementary tool within a GP’s capital allocation toolkit. In many cases, it extends the value creation journey by funding acquisitions and organic growth today, while creating the additional scale and maturity that may support a continuation vehicle—or any other exit option—further down the road.

Second, mid-life investing sits in a specialist execution gap.

Mid-life transactions combine characteristics of traditional co-investments with the underwriting demands of lead buyouts. Unlike many conventional co-investments, they typically require investors to form an independent view on valuation, conduct or commission full third-party due diligence, and negotiate bespoke governance and transaction terms.

That creates a natural gap in the market. Many traditional co-investment programs are designed to invest alongside a sponsor’s underwriting rather than replicate a lead-investor diligence process. At the same time, larger co-investment and secondary platforms are often drawn toward transactions that can absorb more capital and therefore justify the resources required.

The result is a segment of the small and mid-market where transaction complexity is high relative to deal size, creating a natural premium on specialist underwriting, structuring and execution capabilities. For investors able to operate effectively in this part of the market, this can create a differentiated opportunity set with attractive access and competitive dynamics.

From Emergency Valve to Strategic Engine

The role of mid-life capital has also evolved significantly. What began primarily as a liquidity solution has become an increasingly strategic tool for value creation. Adoption accelerated after COVID, driven by higher interest rates, inflation, and a prolonged slowdown in exits. During that period, mid-life capital primarily served as an emergency source of liquidity – financing organic or inorganic initiatives and meeting investor liquidity requirements when traditional exits were unavailable – allowing GPs to avoid forced sales, preserve long-term value, and maintain optionality until market conditions stabilized.

Over the past several years, GPs have increasingly used mid-life investments as a proactive instrument to shape growth, governance, and exit readiness. In practice, the capital does three things.

First, mid-life capital enables sponsors to fund M&A initiatives intended to support growth and potentially shorten the path to exit. Beyond the earnings impact, a well-executed acquisition program establishes a company as a credible consolidator. For future buyers, a proven ability to source, integrate, and scale acquisitions may reduce perceived execution risk and may support exit valuation, depending on market conditions and transaction-specific factors. 

Second, we believe mid-life capital funds what we view as high-return organic growth – building out a new facility to meet contracted demand, or hiring key talent to accelerate a proven new business line– driving above-market growth heading into a sale and positioning the company well relative to competitors.

Third, mid-life capital buy out legacy shareholders, often non-executive founders or minority holders. This does not directly accelerate growth, but it simplifies ownership and governance, improves alignment and sharpens the speed and quality of strategic decision-making. This creates a stronger platform for executing growth initiatives and preparing the business for exit. Executed well, these uses let GPs double down on their best assets and enhance exit optionality: a strategic engine for compounding value in  the companies they know best.

What a Strong Deal Looks Like – and Why It Isn’t a Rescue

In our opinion, the strongest opportunities share a profile: high-quality businesses at an identifiable inflection point, where incremental capital creates substantially more value than waiting for an eventual exit. Three characteristics recur.

First, they involve a proven, high-quality business. In our experience, the best mid-life investments involve established businesses with stable earnings, experienced management teams and GPs that know the company intimately. This familiarity materially reduces underwriting uncertainty and provides greater confidence around both the investment thesis and execution plan.

Second, we aim to identify investments with a clear value creation catalyst. Mid-life capital should be deployed where additional investment can accelerate value creation over a relatively short period. This may include funding bolt-on acquisitions, supporting expansion into new markets, financing operational initiatives or deleveraging the balance sheet ahead of an exit. The common feature is a well-defined, executable plan that can materially increase equity value within a typical investment horizon of less than three years.

Third,  we think the strongest mid-life opportunities offer strong downside resilience. Because mid-life investments are made in businesses with an established operating track record and a shorter path to exit, they typically offer greater visibility into      outcomes than traditional co-investments. This can be further enhanced through bespoke structuring, including preferred equity or liquidation preferences, creating an attractive asymmetric risk-return profile.

While we observe that mid-life investments generally offer lower absolute return potential than longer-duration strategies, we view this as an attractive and intentional trade-off. Shorter expected holding periods may reduce

exposure to certain duration-related risks, while earlier distributions may improve the cash-on-cash profile of our direct co-investment funds by reducing net invested capital over time2.

Crucially, these are not rescue transactions or forced liquidity solutions. They are targeted deployments of acceleration capital into businesses that have already demonstrated their resilience and are well positioned to generate additional value from further capital investments. Please note that this statement is not indicative of future performance, and all investments carry risks, including the potential loss of principal.

Execution Is the Differentiator

Sourcing the right deal is necessary but not sufficient; returns are made through execution – a process that mitigates misalignment, sharpens incentives, and preserves momentum. Three capabilities matter most.

Buyout-grade diligence. Mid-life transactions require full third-party financial, tax, legal, and commercial diligence, alongside extensive management access. Investors cannot rely on inherited GP diligence alone.

Precision structuring. Each deal is tailored. Preferred equity, structured common equity, warrants, governance rights, and return waterfalls must be combined so they reinforce value creation rather than complicate it, balancing downside risk mitigation with meaningful upside potential.

Relationship-based sourcing. In our experience, many attractive mid-life opportunities do not emerge from broad auction processes. They are sourced through long-standing GP relationships, a reputation for being constructive and solutions-oriented, and the ability to evaluate and execute transactions quickly. In these situations, GPs typically prefer to work with a single, sophisticated co-investor rather than a larger syndicate.

Ortivity, a leading German orthopaedics business, is a recent example. Pan-European GP Apheon first invested in 2021 and, after completing  over 60 add-on acquisitions, in 2025 the company needed further financing to continue its path of inorganic growth. Apheon wanted its existing LPs to benefit from the next phase of value creation, thereby ruling out a continuation vehicle, and sought a new minority investor. Sagard was the preferred party, thanks to local presence, prior experience in healthcare and buy-and-build strategies, and the trust and insights built as an LP of Apheon. After full financial, tax, commercial, and legal diligence, we designed a structure combining common equity with a liquidation preference and preferred equity, alongside an upside mechanism aligned with the GP’s return objectives: downside risk mitigation for Sagard upside leverage for the GP, and a capital structure designed to the next phase of growth.

Where the Market Is Headed

The rise of mid-life deals is not a temporary response to liquidity stress but a structural shift in how private equity manages timing, growth, and alignment. As exit markets remain inconsistent and financing costs elevated, GPs will increasingly seek tools that separate funding decisions from exit decisions – compounding value on their own timelines rather than being forced into suboptimal exits. We believe these deals can provide Lps with exposure to seasoned assets with an established operating track record, clearer visibility and shorter duration. For GPs, they can potentially unlock the ability to reinvest behind their highest-conviction companies. For portfolio companies, they can deliver capital at a critical stage of their development.

We have been investing in this opportunity set for several years. As a global mid-market investor with a dedicated direct co-investment team experienced in structuring bespoke transactions, we are well positioned to source, execute and create value through mid-life investments. We have completed more than 20 such transactions over the past five years, including seven in the last eighteen months alone, and in many cases we believe we have been the sole investor selected because of our structuring expertise and long-standing GP relationships.

More fundamentally, we believe mid-life capital reflects a broader evolution in private equity. Its role is not to replace traditional co-investments, continuation vehicles or other liquidity solutions, but to provide additional flexibility across the ownership cycle. For co-investors, this creates access to a differentiated opportunity set combining greater visibility into underlying company performance, meaningful remaining value-creation potential and shorter expected duration. As the market develops, we believe these characteristics can make mid-life investing an increasingly valuable complement to traditional co-investment exposure within a broader private equity portfolio.

1Bain & Company, Global Private Equity Report 2025

2Investors should understand that these benefits may vary and are not guaranteed. Potential outcomes depend on a variety of factors, including market conditions and the specific investments made. All investments carry risks, including the potential loss of principal.

Acknowledgment and Disclaimer

This document was prepared by Sagard Holdings Manager LP (“Sagard”) and/or its applicable affiliates, including Sagard Private Equity, a business line of Sagard Holdings Management Inc. (“SHMI”). Sagard Private Equity is comprised of investment professionals employed by or otherwise supervised by Performance Equity Management, LLC (“PEM”) dba Sagard Private Equity Solutions, Unigestion Private Equity Holding SA and/or its subsidiaries (“Unigestion”), and BEX Capital SAS (“BEX,” and together with PEM and Unigestion, the “Sagard Managers”), each of which is an affiliate of SHMI.

In April 2026, Sagard and Unigestion Private Equity Holding SA (“UNG PE”) announced the closing of their combination transaction, which marked the formal launch of the partnership and the integration of UNG PE into Sagard Private Equity. Existing funds and separately managed accounts will retain their current names and continue to reference the Unigestion name; UNG PE will adopt the Sagard Private Equity name for its future business, and new funds and separately managed accounts will reference the Sagard Private Equity name. References to historical performance, track record, AUM, or personnel of any Sagard Manager prior to closing relate to such Sagard Manager (and not to Sagard or Sagard Private Equity) and are presented for informational purposes only.

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In the event that the terms described herein are inconsistent with or contrary to the terms of the Fund Documents, the Fund Documents shall control. Nothing contained herein constitutes investment, legal, tax, accounting, regulatory, or other advice, nor should it be relied upon in making or recommending any investment decision. Prospective investors should consult their own professional advisors before making any investment. The information in this presentation, including statements concerning financial market trends, are based on current market conditions, which will fluctuate and may be superseded by subsequent market events or for other reasons.

The securities described herein have not been approved, disapproved, recommended, or endorsed by any securities regulatory authority, and no such authority has passed upon their accuracy or merits. Any interests referenced herein have not been registered under any securities laws and are offered only in reliance on applicable exemptions. Investors will not receive the protections of registered investment company or commodity pool regulation.

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It is hereby noted that with respect to Qualified Clients, the Marketer is not obliged to comply with  the following requirements of the Investment Advice Law: (1) ensuring the compatibility of service  to the needs of client; (2) engaging in a written agreement with the client, the content of which is  as described in section 13 of the Investment Advice Law; (3) providing the client with appropriate  disclosure regarding all matters that are material to a proposed transaction or to the advice given;

(4) a prohibition on preferring certain Securities or other Financial Assets; (5) providing disclosure  about “extraordinary risks” entailed in a transaction (and obtaining the client’s approval of such  transactions, if applicable); (6) a prohibition on making Portfolio Management fees conditional  upon profits or number of transactions; (7) maintaining records of advisory/discretionary actions.

By receiving this document you hereby declare that you are a Sophisticated Investor and a  Qualified Client, that you are aware of the implications of being considered a Sophisticated  Investor and a Qualified Client (including the implications mentioned in the above paragraph),  and consent thereto. Any Investor which is either: (1) not a Sophisticated Investor; or (2) not a  Qualified Client – must immediately return this presentation to: Ittai Dissentshik, 6 Masryk Blvd.,  Tel-Aviv, Israel. This presentation is for the use of the named addressee only and should not be  given, forwarded or shown to any other person (other than employees, agents or consultants in  connection with the addressee’s consideration thereof). In any case, the Fund shall not be offered  or sold to any investor in Israel which is not a Sophisticated Investor.

This presentation is not intended to serve, and should not be treated as Investment Advice or  Investment Marketing. Accordingly, the content of this presentation does not replace and should  not serve as substitution for Investment Marketing or Investment Advising that take into account  the special characteristics and needs of each investor. The Marketer is affiliated with the Fund,  has a personal interest in the sale of the Fund and might prefer the Fund over other Financial  Assets, due to the fact that the Marketer may receive a financial benefit from the issuer.

OTHER JURISDICTIONS

This document may not be distributed in, and securities may not be offered or sold to investors located in, any other jurisdiction except where such distribution or offer complies with applicable law.

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