We are pleased to be sponsoring the 2026 British EMI Summit this May, an event designed specifically to support emerging managers, independent sponsors and the LPs who back them. In a market where most industry conversations tend to orbit established platforms, the Summit offers something different, a space focused on the realities of building and scaling an investment firm from the ground up. It has become a rare environment where early‑stage managers can speak openly about their challenges and ambitions, and where experienced allocators share insights that are genuinely practical rather than theoretical.

What sets this event apart is the clarity with which it brings these voices together. The sessions are grounded in real‑world experience: fundraising in more selective markets, building operational infrastructure that can withstand institutional scrutiny, and navigating the growing regulatory expectations that shape how emerging managers present themselves to investors. These are issues we see frequently across the closed‑ended funds we support in both Guernsey and the United Kingdom. The operational burden may be lighter in scale for early‑stage firms, but the standards expected of them are no different. In that sense, the Summit arrives at an important moment, one where emerging managers are being asked to demonstrate maturity far earlier in their journeys.

The conversations taking place reflect this shift. Managers who are establishing their first or second vehicle are thinking carefully about governance, reporting consistency and the data that underpins their investor communications. Many are exploring how to build operational resilience before growth accelerates, recognising that the foundations laid early on often determine their trajectory later.

Likewise, LPs attending the event bring a perspective shaped by years of due‑diligence cycles and allocation decisions. Their guidance on what distinguishes credible early‑stage platforms is often among the most valuable insights shared.

As sponsors, our intention is to support these discussions rather than direct them. We have the privilege of working closely with many emerging managers, and we see the depth of talent, conviction and discipline that exists in this part of the market. Yet it remains an area that does not always receive the attention it deserves. The BEMI Summit helps shift that balance by placing emerging managers at the centre of the conversation.

As the emerging‑manager ecosystem continues to develop, events like this play an important role in fostering community, sharpening practice and helping firms build with confidence. The conversations that happen here often carry far beyond the event itself, informing decisions and shaping thinking throughout the year.

We are proud to support an initiative that amplifies these voices and strengthens the foundations of the next generation of managers.