Public-private real estate developments can change the face of cities and countries but they require patience and political leadership for private capital to succeed.

With real estate capital concentrated in the hands of fewer GPs, Charles Purse of Park Hill Real Estate argues managers need to be relevant to the users of real estate, as well as their LPs.

Real estate, and the use of it, is shrinking. For Gunnar Branson of NAREIM the key to successful investing is now about creative mixed-use.

What ingredients do emerging managers need to succeed at raising a fund? It all starts with passion.

What Century Bridge learned from raising its first-time fund targeting Chinese real estate.

Making your CFO wear a CCO hat won’t work.

Form PF for private equity – with 2000 separate fields of disclosure, this new SEC requirement for private equity funds is fundamentally changing the job of managing a private equity firm.

The changing relationship between private equity firms and unionized businesses.

The Head of Global Macro and Asset Allocation at KKR discusses the creation of his role in 2011 and how his team works to support KKR’s investments as well as provide valuable intelligence to the firm’s clients

Glenn Youngkin, Managing Director and COO of The Carlyle Group, describes the firm’s unique approach to growing, scaling and keeping team members focused.

The re-up rate for follow-on funds is now averaging 50 percent, posing a serious challenges for GPs about to hit the fundraising trail. What is the best strategy for fundraising success in this environment? Make sure to influence the LP influencers.

Today, through the efforts of advocacy groups, in partnership with a growing number of GPs, professionals from underrepresented backgrounds are increasingly finding roles in private equity