January 13, 2025 – For over 25 years, Mio Partners has stood as a provider of distinctive investment solutions, initially conceived for McKinsey Partners and their colleagues. From its inception, MIO Partners has consistently delivered exceptional risk-adjusted returns to its investors. Expanding its services over the past decade, MIO Partners developed a globally aligned wealth management advisory service tailored for both active and retired partners, alongside broadening its investment offerings to encompass diverse private market strategies. Currently, MIO Partners proudly manages assets exceeding $23 billion.
Given this substantial growth and the diversification of MIO Partners’ product offerings, McKinsey & Co., the parent organization of MIO, has initiated a strategic review of its relationship with MIO Partners. This review is undertaken to ensure the long-term interests of both McKinsey and MIO Partners’ valued clients are optimally served. The evaluation will encompass various strategic pathways and alternative ownership structures, all with the aim of preserving MIO Partners’ unique alignment of interests with its clientele. A successful outcome from this review is anticipated to empower MIO Partners to broaden its operational scope and further capitalize on its capacity to generate value for its investors.
A dedicated team within McKinsey will spearhead this strategic review, working in close collaboration with the MIO Partners Board of Directors and senior management. To provide expert guidance, McKinsey has engaged Ardea Partners, a specialized investment bank renowned for its expertise in asset and wealth management. The primary objective of this review is to guarantee that MIO Partners’ clients continue to benefit from access to its cost-effective and highly differentiated investment solutions and advisory services. The intention is to identify an optimal structure that not only maintains but also enhances MIO Partners’ capabilities, ensuring continuity within its management, investment, and advisory teams.
The process of developing, assessing, and structuring these alternatives is recognized as complex and is expected to be a comprehensive undertaking. An update on the progress of this strategic review is anticipated to be shared in late Q2 2025.
