In the realm of private equity, savvy general partners (GPs) are realizing that co-investments serve as more than just an incentive for fundraising; they are a vital strategic tool. When executed effectively, co-investments can bolster the investment portfolio, foster stronger relationships with limited partners (LPs), and minimize overall risk. Nevertheless, many GPs continue to regard co-investing as a secondary concern rather than integrating it into the core fund strategy.

Given the current environment, where LPs are increasingly discerning, underwriting standards are more stringent, and trust is difficult to obtain, co-investments may provide the competitive advantage that distinguishes high-achieving GPs. Leading firms are leveraging co-investments not only to secure capital but also to develop robust portfolios and enhance LP collaboration.

Why co-investments matter more than ever

The past decade has seen a rapid evolution in the co-investment market. Preqin’s Global Private Equity Report indicates that almost 70% of LPs now anticipate co-investment opportunities from their fund managers. The interest in co-investing extends beyond just major institutional family offices; sovereign wealth funds and even smaller foundations are also eager to increase direct deal exposure while reducing their fee structures.

Furthermore, a 2023 PitchBook report highlighted the growing co-investment activity, even amidst market volatility, driven by LPs seeking greater control, lower fees, and better access to high-quality deals.

This scenario presents both a challenge and an opportunity for GPs. The key challenge is that co-investments, if mismanaged, can overextend internal resources and delay deal processes. However, the opportunity lies in embedding co-investments into the fund’s operations and strategy from the outset, which can enhance portfolio agility, draw in strategic LPs, and diminish concentration risk, all while preserving the integrity of fund governance.

Co-investing as a tool for portfolio construction

Smart GPs treat co-investment capacity as part of their capital stack, not a separate, ad hoc offering. This mindset allows them to:

• Pursue larger deals than the fund alone could support, without increasing fund-level concentration.

• Add diversification by allocating fund capital to core positions and inviting co-investors into adjacent or higher-risk assets.

• Act quickly on opportunistic deals by pre-qualifying LPs who can co-invest with short notice.

Consider a scenario where a $100 million fund aims for ten central platform investments of $10 million each. A $25 million acquisition emerges that aligns with the investment thesis but surpasses the single-asset exposure limit. By securing co-investment capital, the fund can still lead the transaction, allocating $10 million from the fund itself and the remaining $15 million from co-investors. This strategy maintains portfolio equilibrium while providing LPs direct involvement with a larger asset.

More importantly, it builds your reputation as a GP who brings access, not just capital.

For a case study of this dynamic in action, this piece from Hamilton Lane illustrates how co-investments have become an essential tool in modern private market strategy.

Reducing risk while increasing ownership

One underappreciated benefit of co-investing is how it allows GPs to retain control of high-conviction assets without overexposing the core fund. In many cases, the most attractive deals are also the most capital-intensive. Without co-investment partners, a GP must choose between taking a smaller slice or over-allocating from the fund.

By bringing in co-investors, GPs can secure majority or lead positions while staying within prudent limits. This improves control over governance, exit timing and value creation plans, all critical levers in reducing downside risk.

Additionally, co-investing can be a powerful tool in navigating market cycles. During downturns, GPs can selectively syndicate capital-heavy deals to preserve dry powder, while still deploying into discounted opportunities. The BVCA’s 2023 Private Equity Guide offers insights into how firms are adjusting their co-investment behavior during a recession.

The operational backbone of a co-investment strategy

Of course, offering co-investments isn’t just about having the deal flow. The GPs who excel at this have built internal systems to handle:

• Legal structuring: Quick SPV setups, allocation mechanics and clear governance roles

• LP segmentation: Understanding which investors have the appetite, capacity and decision-making speed to co-invest

• Data sharing: Secure, real-time access to diligence materials and post-investment reporting

• Compliance and fairness: Ensuring transparent allocation that doesn’t disadvantage the core fund

This operational backbone is often the difference between firms that “can” offer co-investments and those that do so consistently, cleanly and at scale.

For GPs looking to mature their fund ops, platforms like Carta and Juniper Square simplify co-investment administration, LP communications and investor onboarding.

More advanced GPs are also using tools like Passthrough to streamline subscription documents or Anduin for automated investor workflows.

Co-investment fosters lasting trust

From an LP point of view, we see co-investing as a way to display confidence and alignment. It gives them more say, more return and often a larger role at the table. When done fairly, it turns your investors into what they are — full partners. In a world that is becoming more relationship-based in terms of fundraising, GPs who put in consistent, thoughtful co-investments are at an advantage.

• Retain top LPs in future funds.

• Convert one-time investors into anchor commitments.

• Win allocations in competitive fundraising cycles.

According to HarbourVest’s 2023 LP Survey, nearly 80% of LPs reported higher satisfaction and trust in managers who offered co-investment access, especially when the deals performed well and were communicated transparently.

A word of caution: Don’t over-promise

With all its advantages, co-investing is not a silver bullet. When used excessively or poorly, it may bring execution risk, create inefficiencies and bring LPs into conflict. The most common shortcomings are:

• Providing too much in co-investments, devaluing their quality

• Granting favors with allocations

• Procrastinating closings from side deal logistics

• Failing to coordinate internal bandwidth to handle the complexity

The best firms are selective. They set expectations with LPs early, often in the PPM or DDQ, and focus on quality over quantity. One excellent co-investment that delivers a win can be more powerful than five rushed ones that don’t perform.

Co-investments are no longer optional; they’re a defining feature of modern private equity. But the edge doesn’t come from offering them. It comes from integrating them into your portfolio construction, risk management and LP strategy.

The smartest GPs know this. They use co-investing not just to fill out a cap table, but to build durable LP relationships, de-risk big bets and unlock operational agility. As fundraising becomes more competitive and LPs demand more from their managers, those who treat co-investing as a core fund ops capability, not a last-minute offer, will stand out.