Canada's Top Pension Funds Rethinking Private Equity Approach
A little over a month ago, James Bradshaw of the Globe and Mail reported that CPPIB’s private-equity head steps into uncertain market aiming to sharpen portfolio’s focus:It wasn’t supposed to be Caitlin Gubbels’s job to make big changes when she took charge of the $146-billion private-equity business at Canada’s largest pension fund manager. But the market for deals is changing in ways that make it impossible to stand still.
In October last year, Canada Pension Plan Investment Board promoted Ms. Gubbels to global head of private equity at a moment when that industry’s deals, and the outsized returns they were known for, had largely dried up.
A frenzied period of deal-making in 2020 and 2021 led to a “lack of discipline” on the part of some investors, she recalled in an interview. That frothy market soon collided with a quick rise in interest rates, which put pressure on company valuations and made it harder to recycle cash that was tied up in investments. As a result, the performance of private-equity portfolios has largely been “treading water” for five years.
Then, U.S. President Donald Trump’s aggressive campaign to raise tariffs plunged markets into uncertainty just as two major trends that could reshape the private equity sector picked up steam. Artificial-intelligence tools emerged that could decide which companies in investors’ portfolios are winners or losers, and retail investors gained increasing access to private markets in a development that could pour a flood of new capital into the system.
“If 2025 has taught us anything, it’s that nothing is certain any more,” Ms. Gubbels said. For private-equity investors, “the market has been tricky and it’s getting trickier.”
Ms. Gubbels has experience stepping into a new role during market turmoil: She started her career in investment banking at Canadian Imperial Bank of Commerce in 2007, on the cusp of a global financial crisis. “Great timing, nailed the timing,” she said, dryly.
Less than four years later, eager to switch to the “buy-side” of the investing world, she joined CPPIB. Within a decade she was leading the fund-investing side of the organization’s private-equity arm.
Since becoming the unit’s global head, she has worked to sharpen the focus of CPPIB’s roster of investments and partnerships, aiming to make sure it doesn’t get caught out by a changing market, and to boost its returns back to a level that private-equity investors expect.
CPPIB’s private-equity portfolio, which makes up about one-fifth of its $777.5-billion in assets, earned an 8.7-per-cent return last fiscal year, bringing its five-year average to 14.7 per cent annually. Even that five-year performance missed CPPIB’s internal benchmark of 20 per cent, as the public stock portfolios that private equity is measured against outperformed.
From the outset, Ms. Gubbels asked her team to “look in the mirror” and question whether they were focusing CPPIB’s capital on deals and partnerships where the fund has a competitive advantage, taking a more top-down view instead of evaluating each transaction on its own terms.
CPPIB commits about half the money in its private-equity portfolio to third-party funds, and co-invests the other half in deals led by a few dozen core private-equity partners, including about 35 firms focused on buyouts in the U.S. and Europe.
“I did ask the team: Really map the market. Let’s make sure that we are in the right number of partners for our strategy,” Ms. Gubbels said.
As the private-equity market has shifted, so have the internal discussions that CPPIB convenes to assess potential deals and construct its portfolio.
For one thing, “you can’t get through an investment committee meeting without talking about AI, nor should you,” she said.
Her team is working on developing new screening tools to flag companies in sectors that are likely to be disrupted, so CPPIB can make “no-regrets decisions to pass” on some deals, she said. And they hope AI will help the fund see which of its investment partners are doing lots of deals, or who need liquidity, so they can seize investment opportunities more quickly.
They have also taken a hard look at companies in CPPIB’s existing portfolio, especially software providers, to gauge which ones could benefit from AI and which might lose out. In the past, private-equity investors have been stung when the valuations attached to companies in certain sectors suddenly reset at lower levels, making it near impossible to sell at the prices they anticipated.
So far, however, “I don’t see distress and I don’t see friction, necessarily, from AI,” she said.
But with political tensions over trade and social-media posts that can change policy, investment committee discussions are also spending more time on “stroke-of-pen risk, regulatory risk, disruption risk,” she added.
The recent boom in the secondaries market – where investors buy and sell stakes in private-equity funds – could also challenge the dominance of big institutional funds and change the way they invest. CPPIB has been a regular participant in secondaries deals for years, long before they entered the mainstream. But new funds tailored to wealthy retail investors could ramp up competition for deals and create a more fluid market.
“I do believe institutional capital is still a very compelling proposition to the private-equity market. It is sticky, it is consistent and it has been through cycle,” Ms. Gubbels said. “And we have yet to see how retail performs through cycle.”
For now, the private-equity market is “still digesting that peak” from five years ago, she said.
“I don’t think there’s a silver bullet to the 2020, 2021 vintages,” she added. “It’s just going to take a long time to work through.”
As that happens, Ms. Gubbels expects private equity will bounce back and is confident that new investments made today will pay off. “I would say I’m actually quite optimistic,” she said.
Two weeks ago, Layan Odeh and Paula Sambo of Bloomberg reported Canadian pensions that oversee US$1.2 trillion revamp to private equity model:
For the likes of Blackstone Inc. and KKR & Co., a multibillion-dollar opportunity beckons from Canada.
Some of the country’s biggest pension funds are looking to scale back their direct private equity bets, according to people familiar with the matter. Instead, they’re moving to invest more through established buyout giants, or partner on deals with other big investors such as endowments and sovereign wealth funds.
Already, the Canada Pension Plan Investment Board, the country’s largest such money pool, has shifted some private equity holdings into a separate group and is considering taking on more passive co-investments, according to public records and some of the people familiar with the matter. The Ontario Municipal Employees Retirement System overhauled its private equity unit, bringing in a new external head, halting direct buyouts in Europe and cutting a team focused on the asset class in Asia.
In interviews earlier this year, the chief executive officers of the Ontario Teachers’ Pension Plan and Caisse de Dépôt et Placement du Québec each said they’re trying to control risk by leaning more on partners and third-party firms to help them manage private investments.
Altogether, the large Canadian pension funds known as the Maple Eight have amassed more than $400 billion of private equity holdings, a sum that’s equivalent to roughly a fifth of their assets. But with deal activity remaining muted, it has become harder for some pension managers to justify the heightened risks and extra resources needed to manage controlling stakes in companies, according to people familiar with the industry.
“Private equity investing is resource intensive and very, very complex,” said David Scopelliti, the global head of private equity and private credit at Mercer, one of the world’s largest outsourced asset managers.
Omers, a $141 billion fund that’s long been the most active in direct investing, made notable changes, including launching a global funds strategy and shutting its European direct-investment arm after some bets struggled. It has completed only one direct buyout — the acquisition of IT-services firm Integris — in the past two years, according to its website.
The pensions may be confronting the reality that private equity’s golden age has passed, according to Ira Gluskin, former chair of the University of Toronto Asset Management Corp. Many funds built sizable internal buyout teams during a period defined by cheap leverage, soaring valuations and easier exits — conditions that no longer exist.
“You cannot do the same thing every year and hope to be successful in this very competitive environment,” Gluskin said in an interview.
Once seen as a path to superior performance, direct ownership has, at times, added operational headaches for Canada’s pension managers, according to people familiar with the matter. Moreover, it’s tough for these public entities to compete with giant alternative investment firms for talent.
Still, pension firms that have been scaling back on direct ownership have stressed that they’re not abandoning the strategy. It’s a matter of being more selective about what they do and where they do it, rather than ditching the direct model altogether.
This story is based on interviews with more than 20 people familiar with the industry, including Canadian pension plan officials and fund managers. Some of them asked not to be identified discussing matters that are sensitive.
Omers said it’s still committed to doing buyouts in North America, including having controlling stakes in firms. The manager is expanding its private equity funds program to complement that and help with diversification, Chief Investment Officer Ralph Berg said in a statement.
La Caisse said partnerships are an established part of its strategy, but that it remains primarily a direct investor in private equity.
Ontario Teachers’ said direct investments represent about 75 per cent of its private equity capital today, with the other 25 per cent in funds run by outside firms. The pension plan believes it can get the best results by doing both, according to Dale Burgess, executive managing director of equities.
“Our approach will continue to include investing directly in businesses — particularly in areas where we have a deep track record and in-house capabilities — as well as investing strategically with leading general partners that can deliver performance, unique insights, and co-investment opportunities,” Burgess said in a statement.
Canada Pension Plan Investment Board declined to comment.
Ontario Teachers’ pioneered direct investing by major Canadian pensions more than 30 years ago. For a long time, in fact, it controlled one of the country’s most beloved businesses — the Toronto Maple Leafs hockey club — and made a fortune when it sold.
By the mid-2000s, several of Canada’s big pension plans had evolved into global private equity dealmakers, competing against buyout firms to avoid outside fees and exert more control over portfolio companies. In one notable example a decade ago, CPPIB went alone in buying lender Antares Capital from General Electric Co. in a US$12 billion deal, beating other suitors including Apollo Global Management Inc. and Guggenheim.
When interest rates started going up in 2022, private equity returns sagged and liquidity dried up. The United States Federal Reserve’s recent rate cuts are fueling hopes of a deal comeback, but Apollo’s Scott Kleinman anticipates that private equity firms will keep selling their assets at a slower pace for the next few years.
And PwC said this month that “deal volume remains anemic,” though U.S.-based private equity firms are getting some larger transactions done.
For Canada’s pensions, the sluggish environment means some portfolio companies bought with cheap money are now harder to offload at desired valuations. Earlier this year, Omers’ plans to sell Premise Health Holding Corp., a U.S. health care provider, faltered when the pension manager failed to fetch a price that met its expectations, some of the people said.
In 2012, Omers bought U.K.-based Lifeways Community Care, which supports adults with disabilities, with the goal of scaling the business. But instead, the company stumbled and the Canadian pension transferred ownership to lenders in 2023.
Omers also had to write down its US$325 million investment in Northvolt AB, which filed for bankruptcy protection in the U.S. last year. Other pension plans, such as La Caisse, also took losses on their investments in the Swedish battery-maker.
Revamping buyoutsEven so, there are some bright spots — including signals that deals are starting to move. CBI Health, one of Omers’ longstanding portfolio companies, agreed to sell its home-care business to Extendicare Inc. this month. Ontario Teachers’ has struck deals to sell its stakes in at least three companies since the start of the year, according to its website. In July, the pension said it’s buying a Spanish chain of dental clinics.
And earlier this month, CPPIB committed US$600 million to invest in Boats Group alongside General Atlantic, with both the pension and the private equity firm controlling the company.
Meanwhile, the pension funds are restructuring for the future. Ontario Teachers’ shuffled its private equity team with at least five senior managers leaving or stepping down from their roles, including the head of the unit, Romeo Leemrijse. During its search for a replacement, the firm spoke with senior executives from other pension managers, according to people familiar with the matter, before ultimately promoting Burgess, an internal candidate formerly focused on infrastructure.
CPP Investment Board, for its part, moved some of its holdings into what it calls the “integrated strategies group,” a mix of businesses the fund has owned for a while and that don’t easily fit into the current strategies of its investment departments. The group includes two reinsurance companies and a large minority stake in agribusiness Bunge Global SA.
The pension is also considering doing more co-investing — transferring some of the due diligence burden to its partners — as well as boosting its number of fund investments, people familiar with the matter said. Those have delivered better returns than buying controlling stakes, even accounting for extra fees, after the pandemic and elevated rates weighed down the performance of some of its portfolio companies.
Omers is cutting its entire Asia direct buyout team as of Dec. 31. It has put cash into Thoma Bravo’s buyout strategy and is in talks to collaborate with several fund managers, including Warburg Pincus, according to people familiar with the matter.
Some of the changes enable pension funds “to access more deal flow, and really leverage the deeper relationships and networks, maybe even some specialized expertise,” Mercer’s Scopelliti said.
Even with all of these staff and strategy overhauls, private equity remains “a very core and strategic asset class” for Canada’s pensions, according to Sunaina Sinha Haldea, global head of private capital advisory at Raymond James Financial Inc. “As the markets shift they’re willing to be flexible and to shift back and forth with them.”
For Gluskin, the former University of Toronto Asset Management chair, the pension funds’ change in approach isn’t a mystery or even a failure. It’s a rational response to a new investing environment.
Their earlier model was built for a different era, and the game has changed.
The private equity game has indeed changed, that's for sure.
I remember setting up private equity at PSP Investments with Derek Murphy back in 2004-05, things have changed drastically in 20 years.
There is a lot more competition nowadays from GPs and LPs, financial engineering is all but dead, but one thing remains the same, private equity is very much a relationship business where you need to partner up with top funds to gain access to solid co-investing opportunities.
In other words, at large shops like CPP Investments and PSP Investments, it's all about fund investing and co-investing to reduce fee drag and maintain a healthy allocation to the asset class as assets grow.
And that's pretty much how it is at the rest of the Maple 8, some did purely direct deals years ago, OMERS still does some but that form of direct investing is becoming rare, it's next to impossible to compete with top funds with access to top talent and top deals.
I can pretty much assure you that all the Maple 8 funds are in deep reflection mode when it comes to private equity.
Publicly they will say they remain committed to the asset class but privately there are a lot of discussions going on in the background and it doesn't help that public equity markets keep roaring higher and higher (creating a huge benchmark issue).
In fact, there are so many issues in private equity that the only good news is the industry is keenly aware of them and working through them, slowly but surely.
Caitlin Gubbels who heads the largest private equity portfolio among global institutions discusses excesses of vintage year 2021-22 and how the industry is working through those issues.
Vintage year diversification remains the most important risk tool of any private equity portfolio, you don't want to get overexposed to terrible vintage years, leaving you little choice but to use secondaries to sell fund stakes at a discount.
The rise of secondaries is unquestionable a good thing but vintage years 2021-22 were awful, too much silliness going on, much like Canadians listening to Bank of Canada Governor Tiff Macklem during the pandemic saying "go out and buy a house, rates will stay ultra low for a very long time" (he later regretted saying this).
Of course, rates normalized since pandemic lows in March 2020 and the private equity industry was caught with its pants down (as were many Canadians who took out a huge mortgage 5 years ago).
The days of financial engineering are long gone, value creation is what it's all about and AI is being used to enhance value and mitigate risks, but it's also creating more competition in some industries (like software) and that too is wreaking havoc in private equity.
Moreover, talking to some CIOs like OTPP's Gillian Brown, there is definitely a structural shift going on in private equity and if you're not ahead of it, you will feel the pain.
The good news is rates have come down, M&A picked up nicely in 2025, more deals are being announced but the deal-making environment remains muted compared to the past.
What else worries me? Inflation from tariffs has yet to show us in any significant way but if it does, watch out, rates are headed back up, it will hurt many of the smaller funds in private equity struggling to keep up (the big funds will put money to work to seize opportunities as they arise).
Private equity is also ramping up fundraising but with exits remaining muted, investors (LPs) are increasingly demanding for returns and not signing on blindly to continuation vehicles.
In short, private equity remains messy and tricky to use Caitlin Gubbels' words.
It remains an important asset class which offers better alignment of interests over the long run and better governance and sustainability but it's far from easy, the fat years in PE are over.
I'm expecting a major shakeout will take place over the next three years, many funds will disappear.
On that cheery note, let me wrap this up.
Below, Collin Roche, Co-CEO of GTCR, the $50B private equity powerhouse, joined Bloomberg Open Interest to talk about where dealmaking goes next, and why discipline is back in vogue.
Also, last week, Altimeter Capital founder and CEO Brad Gerstner joined CNBC's "Halftime Report" to debate whether AI will be the death of software and how he's trading the sector. Great discussions, listen to their comments.








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