A human, practical view of the people we sell to at multi-asset platforms—what their week looks like, when they feel pressure, and where Osmosis gives them leverage.
Fundraising isn’t an abstract funnel—it’s a messy calendar managed by exhausted people. If we map their real week we understand the exact pressure points that make them search for help.
“We don’t sell to ‘fundraisers’. We sell to Mac in London on Tuesday night trying to prep for a consultant touchpoint on three hours of sleep.”
Private equity, private credit, real estate, infrastructure, maybe hybrids and public sleeves. Multiple funds are in market simultaneously—Flagship PE V, Credit III, Infra II, a perpetual product.
Global LP base: pensions, SWFs, endowments, family offices, wealth channels.
Someone is always raising. Teams juggle competing internal constituencies (each PM wants the spotlight) while leaning on consultants, OCIOs, and platforms to scale distribution.
Fundraising becomes portfolio management of relationships, not one mega-campaign every three years.
Capital formation is less “one and done” and more “keep every lane moving without crashing.” Intelligence must flow across strategies or the machine seizes.
Late 20s, 2–4 years in. Air-traffic control for logistics, research, CRM, and prep. Lives in Outlook, Excel, CRM, Zoom. Aspirations: be “go-to” on a strategy and earn more coverage.
MD/Partner. Quarterback, chief storyteller, chief therapist. Owns revenue targets, product prioritization, LP/consultant diplomacy. Success = predictable closes + zero surprises.
Runs the machine: tech stack, workflows, compliance, headcount. Wants scalable, institutional processes and hates key-person risk. Approves tools if they reduce friction.
Keep pipeline accurate, materials current, and senior people prepared. Measured on meeting volume, coverage, follow-up SLAs, and error-free execution.
“I’m the router between LPs, coverage owners, PMs, and ops.” Success = reliable, fast, and two steps ahead.
Wants to be trusted, sharp, promotable. Fear = being the reason something slipped (missed follow-up, wrong data in deck).
Short term: become “go-to” on private credit + infra. Mid-term: VP/coverage role or path to IR/investing.
Deliver $15B+ across products, shape the platform narrative, protect key relationships, and retain top talent. Always triaging scarce senior time toward highest-probability dollars.
“I orchestrate scarce executive time against the best capital.” Thinks in LP portfolios: re-ups, strategic new logos, consultant/OCIO multipliers.
Hates surprises, thrives on momentum. Pride = being seen as platform growth engine. Anxiety = silent LPs, negative consultant chatter.
Be regarded internally as strategic leadership (not just “sales”) and earn the global head / partner remit over time.
Scale fundraising + IR without breaking compliance, data, or headcount budgets. Keep LP experience consistent across strategies and geographies.
“We’re no longer a boutique; we need industrial-grade processes.” Sees the firm as interconnected workflows that must integrate.
Fears operational embarrassment and key-person risk. Pride when LPs praise professionalism and when the CEO says “we look institutional.”
Build a platform operating model other managers benchmark. Be the trusted operator to CEO and board.
Internal: Head of FR, IR, PMs/strategy leads, marketing, legal/compliance, ops.
External: LP coordinators, consultants, OCIO schedulers, conference teams.
Internal: CEO/CIO, PMs, COO, marketing, product.
External: CIOs, heads of alts, consultant partners, placement agents, wealth platforms.
Internal: CEO, CFO, IT/data, legal, HR, Head of FR.
External: Vendors (CRM/data), administrators, ops consultants, occasionally LP ops teams.
| Day | Morning | Afternoon |
|---|---|---|
| Monday | Weekend email triage, pipeline cleanup, prep for internal pipeline meeting. | Deck updates, follow-ups, data room admin, gather PM inputs. |
| Tuesday | Meeting prep: LP briefs, consultant research, intel requests. | Zooms as note-taker / fact-checker, immediate CRM updates. |
| Wednesday | Conference intel tracking, who said what, tag CRM with themes. | Re-prioritize outreach based on intel, coordinate cross-strategy asks. |
| Thursday | Consultant/OCIO touchpoint prep, bespoke materials. | Cross-strategy coordination: “Which products do we lead with?” |
| Friday | Reporting up to Head of FR, ops tasks, clean notes. | Plan next week, chase responses, tidy CRM before the weekend. |
Mac spends most of the week stitching information together for others—not choosing strategy. Missing intel feels like professional failure.
Build LP target lists, prep bespoke meeting packs, update CRM stages, coordinate PM intel, track conference remarks, and manage inbound interest.
Inputs: conference content, consultant notes, LP statements, internal spreadsheets. Processing: manual searches, PDF skims, mental tagging. Output: LP briefs, CRM notes, talking points.
“Are we talking to the right LPs at the right time?” “How do I summarize what this allocator cares about without reading 40 PDFs?” Fear of embarrassing senior MDs with stale intel.
Builds reusable knowledge, anticipates MD questions, uses data to redirect conversations (“lead with infra; they’re saturated in buyout”).
Osmosis moments: instant search for allocator quotes, auto-generated LP briefs, alerts when targets speak.
| Day | Morning Focus | Afternoon & Evening |
|---|---|---|
| Monday | Internal pipeline review by product, region, owner. | Reallocate coverage resources; align with CEO/CIO on priorities. |
| Tuesday | Back-to-back LP/consultant meetings. | Rapid internal debriefs: “Is this real? What’s next?” |
| Wednesday | Product alignment with PMs + marketing; refine narrative. | Problem-account strategy sessions; prepping new campaigns. |
| Thursday | Roadshow days; heavy travel; board dinners. | Evening LP/consultant dinners, relationship stewardship. |
| Friday | Review progress vs target with COO/CIO/CEO. | Identify quarter risks, prep notes for Monday pipeline. |
Constant prioritization: “Which conversations move the needle?” Running a mental P&L: missing first close = platform narrative risk. Thinks in LP portfolios (re-ups, strategic new logos, consultants as multipliers).
Baseline stress, heightened by silent LPs or negative consultant whispers. Pride when they win cornerstone commitments and show up as the smartest person in the room. Anxiety when the team looks tone-deaf to public allocator statements.
“I’m not a glorified salesperson. I’m the strategic growth engine who knows where allocator demand is heading before the market does.”
“Where is allocator demand moving?” “Are we missing consultant shifts until it’s too late?” “How do I coordinate PMs who all want top billing?” “How do I avoid bad surprises in CIO/board rooms?”
Executive dashboards on what target LPs + consultants said this quarter, meeting prep snapshots that surface blind spots, alerts when narratives change.
Top operators walk into meetings with specific, recent knowledge; tailor story to each allocator’s politics; connect dots across public remarks; use data to align internal debates.
Relies on summary decks from lieutenants, consultant memos, anecdotal conference notes. Gaps: spoken content isn’t searchable, lots of “I heard at a conference…” vs structured truth.
| Day | Focus | What’s at Stake |
|---|---|---|
| Monday | Ops metrics, SLA review, budget check-ins. | Ensure teams respond fast, data clean, no compliance backlog. |
| Tuesday | Vendor/tech stack discussions, risk/compliance reviews. | Avoid tool sprawl; keep regulators happy. |
| Wednesday | Strategic projects (new regions, channels), cross-functional working groups. | Build scalable processes before launches hit. |
| Thursday | Meet PMs/CIO on fundraising enablement needs; unblock bottlenecks. | Show responsiveness to commercial pain. |
| Friday | Report to CEO/board, prioritize next week. | Defend investments, prove platform is institutional-grade. |
Running a multi-billion platform on tribal knowledge, every new tool adds change-management drag, decisions made on gut vs data.
Wants to be the person who professionalized the platform. Fears a major operational failure or wasted tech spend. Pride when LPs cite best-in-class experience.
Thinks in systems, builds coherent stacks, enforces adoption. Measures: prep time down, win rates up, fewer errors.
Shared, structured allocator/consultant intelligence feeding CRM/BI. Ability to show CEO/board that meeting prep time dropped and win rates improved because allocator memory is institutionalized.
| Today | With Osmosis |
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A multi-asset manager’s fundraising machine is powered by Mac, Sarah, and the COO. They attack the same problem from different angles: get the right capital from the right allocators on the right terms without breaking the machine.
They are constrained by fragmented information, heavy manual prep, and fear of missing allocator/consultant signals.
Osmosis gives each a superpower:
• Mac: “I always know what this LP/consultant has said.”
• Sarah: “I can see where the puck is going.”
• COO: “Allocator intelligence is institutionalized, not stuck in someone’s inbox.”
“We help capital formation teams turn chaotic calendars into confident conversations—because they never miss what allocators are saying.”