Technological change is expected to have the largest impact on jobs by 2030, according to the World Economic Forum’s Future of Jobs Report 2025, with 86% of employers anticipating that artificial intelligence and information processing technologies will transform their business operations. Yet despite near-universal acknowledgment that transformation is coming, most organizations remain stuck in the experimental phase. McKinsey’s 2025 state of AI research found that while 88% of companies use AI in at least one business function, only about one-third have begun to scale their programs beyond pilot projects.
J-P Conte, managing partner of family office Lupine Crest Capital and a three-decade veteran of private equity, has positioned his investment focus at the intersection of technological disruption and fundamental market needs. His family office, launched in March 2025, concentrates on healthcare, financial services, software, and industrial technology—sectors where digital adoption is rewriting competitive dynamics.
“We are entering a period of exceptional growth for American entrepreneurship and innovation,” J-P Conte stated at the firm’s launch. “There is no better moment than right now to invest in businesses we believe in and give them the boost they need to turn from good to great.”
That optimism is grounded in decades of operational experience. Conte built a San Francisco-based private equity firm from roughly $100 million in assets under management to approximately $49 billion, guiding portfolio companies through multiple waves of technological change. His approach has consistently prioritized working alongside talented operators to improve businesses from within, rather than relying on financial restructuring as a primary lever.
Why Human Capital Determines Technology Success
A widening gap between AI adoption and measurable business impact has become a defining challenge for corporate leaders. Only 31% of enterprises report a measurable financial impact from their AI initiatives, according to recent analysis, and just 6% say AI has contributed more than 5% to their earnings. Companies have enthusiastically launched pilot programs, but many were unprepared for the challenges of scaling AI across departments, geographies, and legacy systems.
J-P Conte’s investment philosophy addresses this implementation gap directly. His focus is on identifying capable management teams that can execute operational change rather than imposing external solutions on portfolio companies.
“I always encourage our team to study, learn, and develop new industry ideas and contacts,” Conte has said. “I want the people who work for me to constantly explore new sub-verticals and new investment areas and bring these ideas back to the team. I like having a team of experts in specific areas versus generalists.”
His preference for deep domain knowledge over generalist approaches aligns with research on what separates successful technology implementations from failed ones. Boston Consulting Group found that successful AI transformations allocate 70% of their efforts to upskilling people, updating processes, and changing organizational culture—not acquiring new tools. Technology itself matters less than the human systems surrounding it.
Adapting Organizations for Continuous Change
World Economic Forum projections indicate that 59% of the global workforce will need training by 2030 to remain competitive, with skill gaps identified as the single largest barrier to business transformation by 63% of employers surveyed. Capabilities differentiating growing roles from declining ones include resilience, flexibility, technological literacy, and quality control.
J-P Conte’s career offers a case study in organizational adaptation. When he joined a San Francisco-based private equity firm in 1995, it managed roughly $100 million. Within three years, he was leading the organization. Under his guidance, the firm navigated multiple economic cycles, technological shifts, and two generational leadership transitions while growing to approximately $49 billion in assets under management.
His approach to these transitions has emphasized what he describes as a “family-first” management style—collaborative decision-making that preserves institutional knowledge while incorporating new capabilities. Organizations built on this foundation tend to embrace technological tools rather than view them as threats.
“The quicker we can identify, hire, and build up talent, the more we de-risk our operations and drive change at our companies and increase their value,” J-P Conte has explained.
McKinsey research supports this human-centered approach. Employees are better prepared for AI than their leaders realize—they are already using it regularly and eager to gain new skills. C-suite leaders participating in the study were more than twice as likely to blame employee readiness for adoption barriers than to examine their own role in slowing transformation.
Investing at the Intersection of Technology and Human Needs
J-P Conte’s sector concentration—healthcare, financial services, software, and industrial technology—positions his family office at the convergence of multiple structural shifts. Healthcare technology markets have experienced substantial growth, with health services and technology EBITDA reaching $67 billion, driven by automation, digital health recovery, and the aging population. Software holdings benefit from ongoing digital adoption and AI proliferation across industries. Industrial technology provides exposure to infrastructure buildout supporting energy transition and manufacturing changes.
A Goldman Sachs research survey of 245 family office decision-makers found that 60% view artificial intelligence and technology as presenting strong investment opportunities—significantly higher than the 40% among broader institutional investors. Family offices demonstrate particular interest in secondary beneficiaries of AI capital infusion, including data centers, energy infrastructure, and component manufacturing.
Thematic investment of this kind requires patience and operational expertise that short-term financial strategies cannot replicate. J-P Conte has consistently expressed the view that talented leadership teams matter more to long-term returns than deal structure, market timing, or leverage ratios—a conviction that shapes how Lupine Crest Capital evaluates opportunities.
“To be a businessperson, you need to be optimistic,” Conte has said. “To be a business builder, you need to be optimistic about the future, and you need to know you can have an impact on things by sheer hard work or thinking about things differently.”
Workforce implications of technological change remain substantial but perhaps less disruptive than headlines suggest. World Economic Forum projections point to net job growth of 7% globally by 2030—creation of roles equivalent to 14% of current employment, offset by displacement of 8%. Frontline positions, including healthcare workers, delivery drivers, and construction roles, are expected to see the largest absolute growth.
For J-P Conte, preparing for technological transformation means building organizations capable of continuous adaptation rather than pursuing any single technical solution. His track record suggests that companies positioned to thrive through disruption share common characteristics: deep sector expertise, collaborative cultures, and leadership teams committed to developing talent from within.
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