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In this insightful episode of the Odd Lots podcast, Bloomberg's Tracy Alloway and Joe Weisenthal sit down with Michael Zawadzki (Zee), Global CIO for Blackstone Credit and Insurance, to explore the dramatic evolution of private credit from a niche market to the largest business at Blackstone. (78:00) Zawadzki provides a compelling defense of the private credit industry amid recent concerns about "cockroaches" in the space, drawing an analogy between private credit's market disruption and Amazon's transformation of retail. (05:00) The conversation covers the massive capital needs for AI infrastructure buildout, with Morgan Stanley estimating $800 billion in private credit needed over the next five years, and examines how Blackstone has scaled from small, cyclical deals twenty years ago to billion-dollar transactions with investment-grade counterparties today. (09:55)
Global Chief Investment Officer for Blackstone Credit and Insurance, Zawadzki has been with Blackstone since 2006 and built the firm's private credit business from the ground up over the past twenty years. Under his leadership, Blackstone's credit franchise has grown to become the largest business by assets at Blackstone, managing over $500 billion in credit assets and completing most of the 100+ private credit deals worth $5 billion or more since 2021.
Co-host of Bloomberg's Odd Lots podcast and experienced financial journalist covering markets, economics, and finance. Known for her incisive questioning and ability to break down complex financial topics for broad audiences.
Co-host of Bloomberg's Odd Lots podcast and Bloomberg journalist with extensive experience covering financial markets, economics, and monetary policy. Brings a markets-focused perspective to complex financial discussions.
Zawadzki argues that private credit's growth isn't driven by excess risk-taking but by an innovative breakthrough similar to Amazon's retail disruption. (05:00) The key enabler has been scale - before 2021, there were only $5 billion+ private credit deals done ever, but since 2021, there have been 100+, with Blackstone doing most of them. (06:56) This scale allows private credit to cut out middlemen and bring borrowers directly to investor capital through a "farm to table" model, creating better outcomes for all participants: borrowers get customized solutions and speed, investors capture higher returns, and the financial system becomes more stable with less leverage.
The digital infrastructure buildout presents unprecedented capital needs, with Morgan Stanley estimating $800 billion in private credit alone needed over the next five years. (09:55) Zawadzki emphasizes that when financing data centers, they're essentially financing 15-20 year take-or-pay contracts with some of the highest quality credit counterparties in the world - the hyperscalers. (10:13) This creates attractive risk-adjusted returns where lenders can achieve 150-200 basis points of excess spread versus similarly rated public credit while lending against known, defined cash flows from the most creditworthy companies globally.
Beyond traditional middle-market lending, Zawadzki identifies private investment grade credit as their fastest growing opportunity. (09:08) This includes corporate solutions - large-scale customized private credit partnerships with public investment grade companies, such as their $5 billion financing with Rogers in Canada and deals with Sempra Infrastructure and European supermarket company Ahold. (18:42) These deals offer significant excess spread (250 basis points vs 80 basis points for public IG) because demand for capital exceeds the supply of players with sufficient scale to meet these needs.
A critical turning point for Blackstone Credit came during COVID when they realized the need for horizontal connectivity across their previously vertical business units. (40:58) Zawadzki built a 120+ person CIO office that creates unified fabric across all investment businesses, featuring a single investment committee for all deals, centralized portfolio company reporting, and real-time sector monitoring. (41:28) This system allows them to instantly identify weaknesses and adjust origination strategies, pulling back from challenged sectors while leaning into attractive ones, providing a significant competitive advantage in risk management.
Zawadzki explains their insurance partnership strategy focuses on acting as a third-party asset manager rather than competing with captive balance sheets. (43:29) Life insurers writing 40-year policies and annuity providers need safe, cash-paying contractual assets that match their long-duration liabilities. (44:25) The 150-200 basis point excess spread from private credit versus traditional liquid investments provides extraordinary value for insurance companies, and Zawadzki sees this model expanding globally to Europe and Asia as insurers recognize the strong fit for their balance sheets.