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Dealmaking rebound sees private equity recovery taking shape — Bain & Company Global PE Report

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Buyout investments and exits bounce back strongly in 2024 but sluggish fund-raising underscores lingering headwinds from shifting macroeconomic outlook and geopolitical disruptions Rising costs to generate market-beating returns, fierce competition, and pressure on fees challenge funds to evolve differentiated strategies for value creation in an upturn set to be different from past recoveries

BOSTON and LONDON, March 3, 2025 /PRNewswire/ — A global private equity (PE) revival is taking shape with a rebound in dealmaking gaining traction. But lingering headwinds from economic uncertainty, underscored by sluggish fund-raising, still cloud prospects for a full-blown PE recovery, Bain & Company’s 16th annual Global PE Report, released today, concludes.

Private equity investments as well as exits both bounced back last year in clear signs of renewed vigor for PE, reversing sharp declines in the two previous years that marked one of the industry’s most challenging periods since the global financial crisis, Bain reports.

Pent-up appetite among general partners (GPs) to get deals done and put aging dry powder to work, coupled with an improving economic environment as central banks cut policy interest rates, fueled a 37% year-on-year rise in buyout investment value to $602 billion in 2024 (excluding add-on deals). Alongside, exits also rebounded last year. Global exit value jumped 34% year-on-year to $468 billion, while exit count climbed 22% to 1,470, marking signs of a tentative but welcome thaw in the exits deep freeze that has staunched returning distributions of capital to limited partners (LPs), as well as broader PE industry liquidity, while leaving GPs sitting on backlog of 29,000 unsold companies.

Despite a resurgence in investments and exits signaling a positive shift in dealmaking, Bain’s latest analysis highlights that private equity’s continued momentum in 2025 will depend on navigating a dynamic macroeconomic landscape. While challenges such as inflation trends, interest rates, trade policy, and geopolitical factors remain, the industry has demonstrated resilience and adaptability and is well-positioned to accelerate growth as conditions evolve.

“2024 can be considered the year of the partial exhale. Whether the renewed impetus in 2024 can build will depend on how policy unfolds,” Hugh MacArthur, chairman of the global Private Equity practice at Bain & Company, said. “We think the headwinds that have held back activity since mid-2022 should continue to dissipate. The industry is anxious to make deals, GPs are finding creative ways to boost liquidity, more dollars should flow in from sovereign wealth funds and private wealth and, returns remain strong. But deal appetite is still tempered by the uncertainties keeping markets on edge. Investors are looking for clarity to break through the policy clouds on the economy, trade, regulation and geopolitics,” he said.

Bain’s report also highlights that a full-blown resurgence for PE globally should look very different from past recoveries as the industry grapples with structural disruptions which pose large-scale strategic questions. These far-reaching changes will significantly alter the basis of competition for investment opportunities and new capital in years ahead, it concludes.

Bain notes that the industry’s costs to generate market-beating returns are climbing steeply even as fees charged to investors are coming under heightened pressure. Average net management fees having fallen by as much as half since the global financial crisis, Bain analysis shows. Fierce competition for deals is ensuring valuation multiples stay high, elevated debt costs make it more difficult to generate value through leverage, and the expense of key requirements, from generating differentiated insights to delivering world-class investor relations, is rising.

Rebecca Burack, head of the global Private Equity practice at Bain & Company, said: “Generating alpha has never been more challenging. Strong performance is getting harder, not easier. An emerging upturn will inevitably present important opportunities for investors. But the winners will be those funds that demonstrate a consistent, differentiated model for value creation – and clear strategies for maintaining growth and performance for the long-term. The surest way to land in the winner’s circle is to articulate your ambition clearly and develop a practical strategy for how you plan to compete in the years ahead,” she said.

Solid growth in dealmaking across regions with take-private activity dominating top end of the market

Bain’s report charts the details of the revival in the PE market seen last year as conditions for the industry improved substantially, despite ongoing cross-currents. Easing interest rates and an improving comfort factor on the macro outlook were the chief drivers for the dealmaking upturn seen across regions and for most transaction sizes, Bain finds. It notes that an 83% rise in issuance of syndicated loans and ongoing growth of private credit also greased the skids for GPs anxious to put to work some $282 billion of aging dry powder. But although the buyout industry’s dry powder stockpile fell slightly from $1.3 billion to $1.2 billion, the value of aging dry powder – unspent capital held for four years or longer – ticked up to 24% of the total, from 20% in 2002, keeping dealmakers under pressure and suggesting GPs are still struggling to find first-rate, affordable targets.

While globally buyout investment value was up 37%, the number of deals rose by a smaller 10% year-on-year, to around 3,000 as 2024’s average deal size jumped to $849 million, the second highest value historically. Deals worth $1 billion or more made up 77% of the total.

Solid growth in deal value across regions was led by Europe, with a 54% rise on a 9% uplift in deal numbers, while in North America deal value grew 34% on a matching 9% rise in deal count. Asia-Pacific deal value grew 11% on slightly fewer deals, with a number of countries in the region seeing double-digit growth – although  this was overshadowed by weaker growth in China and a decline in Japan. China represented half of deal Asia-Pacific deal value as recently as 2020, but that fell to just over 25% last year.

Public to private deals continued to dominate the high-end of the PE market, increasing to $250 billion globally last year and representing almost half of deals over $5 billion in North America. Specialists taking advantage of mispriced assets is the US, even amid sharply higher public equity markets, amplified the take-private activity, Bain concludes. The technology sector meanwhile remained PE’s staple sector, representing 33% of buyout deals by value and 26% by volume, with activity also strong at the intersection of tech and healthcare. Financial services deal value also jumped 92% year-on-year, while deals in industrials rose 81%.

Exits pull out of two-year slide but the challenges of sluggish liquidity persist

The jump in exits seen last year provided further signs of life for PE as well as some relief for the industry on the pressing challenge of selling enough companies to keep LPs happy with returns of liquidity to its investors. The 34% rise in global exits came as exit count jumped 22% to 1,470 in 2024, with activity strong in both North America and Europe, although broadly flat in Asia-Pacific where declines in China offset growth elsewhere. The lift-off in exits is best explained by a 141% leap in sponsor-to-sponsor exits which totaled $181 billion last year, boosted by a 48% rise in deal size, Bain notes. Strategic deals – sales to corporate buyers – were flat year-on-year while the IPO channel remained sluggish, representing just 6% of exits by value.

Despite the stronger run for exits in 2024, both exit value and count remained stuck well below their five-year averages, with both GPs and LPs seeing the exit environment as the biggest impediment to strong returns, Bain concludes. Even with last year’s rise in exit activity, distributions as a proportion of PE’s net asset value sank to 11% – the lowest rate in a decade and down from an average of 29% from 2014 to 2017.

Fund-raising falls for a third straight year intensifying competition for capital

Bain’s analysis pinpoints the persistent sluggishness of exits and the continued consequences of this for industry liquidity as the prime culprit for PE’s still lacklustre fundraising. Fundraising across private asset classes fell for a third year in a row in 2024, tumbling 24% year-on-year and down 40% from the all-time peak of $1.8 trillion in 2021. The number of funds closed dropped 28% to 3,000 – about half the annual pace the industry was keeping before the Covid-19 pandemic.

The industry’s largest asset class, buyouts, continued to capture more than a third of all funds raised, yet buyout funds raised 23% less than in 2023 and the $401 billion in hand at the end of last year was about 11% below buyout’s five-year average. While the number of buyout funds meeting or exceeding their fund-raising target in 2024 edged up to 85%, from 80% in 2023, average time on the road remained at around 20 months – not much different from the prior two years, and almost double the pre-pandemic pace of around 11 months.

LPs are becoming even more discerning on investments and continuing to funnel capital to the largest, most experienced funds with consistent performance and differentiated strategies, Bain notes. This has allowed top-quartile managers to lock-in significantly larger follow-on vehicles while many lower-quartile funds experience difficulty in expanding or even meeting previous targets.

Disruptions to shape a different form for recovery – and strategic imperatives for PE

The escalating competition for capital and deals are among far-reaching structural changes which Bain finds will shake-up the competitive landscape for the industry in coming years, creating an imperative for firms to have a greater strategic focus and discipline. Bain warns that PE players cannot assume they will be able simply to ride the wave of a market recovery as in the past – notably in the prior 15-year era buttressed by zero interest rate policies and multiple expansion.

Among key disruptions confronting firms, Bain points to the compression of margins amid mounting pressure on fees, magnified by a trend towards fee-free coinvestment; rising costs and complexity; fierce competition for capital turning fundraising into a game of ‘haves and have-nots’; and the growing importance and impact of scale. Bain also highlights different requirements for GPs seeking to tap new sources of capital from sovereign wealth funds and private wealth, which it estimates will account for around 60% of growth in alternative assets under management over the next decade. With firm’s scale becoming more important, and larger firms harnessing measurable advantages Bain also finds that M&A within the alternatives industry will play a greater role than previously, with 180 M&A transactions since 2021.

In the face of the disruptions ahead that may reorder the industry’s winners and losers, Bain concludes that firms seeking to lead need to define how they can stand out, with a clear ambition for where they should compete and how, and a bold, actionable strategy for where they want to be five to 10 years ahead.

PE’s AI race is on as leading firms invest aggressively and implement tangible use cases

Private Equity firms are embracing generative AI to drive strategic value in their portfolios, with a race to capture the technology’s transformative potential, Bain reports. Bain survey research finds that a majority of PE firms’ portfolio companies were testing and developing AI, with nearly a fifth of companies having already operationalized generative AI use cases and seeing concrete results.

PE firms leading the way to mine value from AI successfully have committed to the technology and are investing aggressively in building expertise and helping portfolio companies apply AI’s power to their most important strategic initiatives, Bain reports. These firms are organizing to capture AI insights systematically, sharing these with and between portfolio companies, investing in AI capabilities and talent, implementing the right governance, and focusing efforts on top business priorities, Bain finds. With AI evolving at a breakneck pace, Bain cautions that it is not a panacea nor is there a ‘one-size-fits all’ approach.  But it concludes that learning by doing is the key to harnessing AI’s potential to operational efficiencies and enhanced revenues in PE firms and within their portfolios.

Carve-outs are underperforming versus the past, but top-tier deals can still deliver

A growing challenge for PE on the performance of corporate carve-out deals is also examined by Bain. While until 2012, carve-outs generated an average multiple of invested capital (MOIC) of around 3.0x, outstripping the 1.8x average for buyouts, this performance has since dropped to 1.5x.  Bain finds the drop-off in performance stems from acquisition prices being driven up by greater competition for deals while sponsors are no longer delivering operational improvements they once did. While carved out companies saw revenues and margins boosted by 31% and 29% pre-2012, since then those figures have fallen to only 17% and 2%, DealEdge data analyzed by Bain shows.

But with top-quartile carve-outs still producing solid returns with a 2.5x MOIC, Bain concludes that the common denominator for winning sponsors of carve-outs is ensuring an unbreakable link between a core value-creation thesis for a deal and setting up the new company to achieve this. The most certain and derisked path to a strong return for carve-outs is a bulletproof value-creation plan being in place during due diligence, coupled with a separation plan, talent strategy, and execution blueprint linked to delivering value-creation after the carve-out completes, Bain finds.

Media contacts
To arrange an interview or for any questions, please contact:
Dan Pinkney (Boston) — Email: dan.pinkney@bain.com
Gary Duncan (London) — Email: gary.duncan@bain.com
Ann Lee (Singapore) — Email: ann.lee@bain.com

About Bain & Company

Bain & Company is a global consultancy that helps the world’s most ambitious change makers define the future.

Across 65 cities in 40 countries, we work alongside our clients as one team with a shared ambition to achieve extraordinary results, outperform the competition, and redefine industries. We complement our tailored, integrated expertise with a vibrant ecosystem of digital innovators to deliver better, faster, and more enduring outcomes. Our 10-year commitment to invest more than $1 billion in pro bono services brings our talent, expertise, and insight to organizations tackling today’s urgent challenges in education, racial equity, social justice, economic development, and the environment. We earned a platinum rating from EcoVadis, the leading platform for environmental, social, and ethical performance ratings for global supply chains, putting us in the top 1% of all companies. Since our founding in 1973, we have measured our success by the success of our clients, and we proudly maintain the highest level of client advocacy in the industry.

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Faith: The Spark Born by the Yudu Riverside

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October 18, 2026

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BEIJING, Oct. 18, 2026 /PRNewswire/ — An interview from China.org.cn with Wang Xiaohui and David Ferguson on the Long March:

David Ferguson:

This is the Yudu River. One dusk in October, 1934, more than 86,000 soldiers of the Red Army crossed this river and embarked on the Long March, a two-year saga that has left its mark in history.

Yet, lingering here by the river, I am struck by a simple question: If you have faith in a bright future, and reality seems to thwart you at every turn, where do you find the moral strength to keep believing?

Wang Xiaohui:

At dusk on Oct. 17, 1934, an army of more than 86,000 troops gathered along the banks of the Yudu River. Over 800 boats of all sizes floated on the water, bound together with planks collected from villagers’ home gates, timber beams, and even coffin boards reserved for elderly locals. The people of Yudu built this pontoon bridge, determined to help the army led by the Communist Party of China (CPC) cross the river.

At that time, no one knew that the great expedition embarked upon by the banks of the Yudu River would go on to transform China and exert far-reaching influence across the world.

China in the 1920s and 1930s was plagued by chaos and despair.

The Kuomintang (KMT), the ruling party back then, was not capable of unifying the nation, leaving warlords locked in endless fighting. In 1931, Japanese invaders launched an assault on northeastern China, beginning their invasion. Crushed under domestic turbulence and foreign aggression, countless civilians were displaced, with many even starving to death on the streets; in certain regions, severe drought resulted in zero harvests, yet the farmers were forced to pay land taxes assessed for more than a decade into the future.

Amid this turmoil, the only glimmer of hope for the Chinese nation was kindled by the revolution ignited by the Communist Party of China.

The CPC, dedicated to winning liberation for the people and national independence, built contingents of workers’ and peasants’ Red Army troops and revolutionary base areas across the countryside. Impoverished farmers were granted land ownership, as well as unprecedented political dignity. On Nov. 7, 1931, the Chinese Soviet Republic was officially proclaimed in Ruijin, then a small village in southeastern China’s Jiangxi Province, establishing a Soviet system under which workers, peasants and soldiers elected representatives to run regional affairs and make policies.

The communist ideal of a fair society free from exploitation and equality for all blazed like a spark in the darkness; it kindled hopes among impoverished Chinese and became the wellspring of faith that enabled the Red Army — a force made up of poor workers and peasants — to overcome all hardships in the days to come.

Yet, bright as the spark was, it burned thin and fragile at times. Could this flame still endure when the ideals it carried were repeatedly battered by harsh reality?

In September 1933, flocks of warplanes clouded the skies over the Red Army’s revolutionary base areas. By then, Japanese invaders were steadily advancing towards North China, but Chiang Kai-shek’s KMT turned a blind eye to the looming national crisis. They mobilized over a million troops and more than 200 aircraft to launch a massive offensive at the Red Army’s base areas. Over the previous three years, Chiang Kai-shek had mounted four major military “encirclement” campaigns aimed at exterminating the Red Army, but all ended in failure. He was desperate for a pivotal victory to restore his prestige and to wipe out the CPC and the Red Army.

At the time, the commander of the Red Army abandoned mobile warfare tactics pioneered by Mao Zedong and other commanders, opting instead for rigid positional warfare involving conventional head-on clashes. But the reality was, some Red Army units didn’t even possess a single light machine gun; how could they confront the heavily-armed KMT army head-on?

Zhong Ming, a Red Army medic, could never erase the memories of gravely wounded soldiers being carried to his aid station. He remembered how a soldier whose chest was blown open begged his comrades to end his life. At the frontline, a whole battalion of Red Army soldiers religiously followed orders to defend crude earth-and-wood bunkers, but under the constant barrage of KMT artillery and airstrikes, every soldier in the battalion laid down their lives; not a single man survived.

What’s more heart-wrenching is that no matter how fearlessly the Red Army fought, the steep imbalance in military strength, paired with erroneous military command led to irreversible losses. By October 1934, the KMT’s iron-clad encirclement closed menacingly around Ruijin.

Faced with this dead-end, what decision would you make?

This stood as the most agonizing decision for the Red Army. The biggest challenge lay not in sacrificing one’s life for an ideal, but in finding a way to keep the revolutionary cause alive.

To stay meant defeat — the Red Army had no room to maneuver within the Central Revolutionary Base Area. To break through the encirclement, however slim the odds, offered a fighting chance. Preserving the Red Army as a living force mattered much more than clinging to isolated strongholds. Where the spark survives, the path ahead remains lit.

The air already turned chilly in October. Units of the Central Red Army assembled in Yudu to prepare for a strategic shift. The plan was kept strictly classified; none of the soldiers knew they were evacuating the base areas, only sensing an unusual vibe.

At dusk on Oct. 17, crowds lined up at the Yudu riverbank. Tens of thousands of villagers flocked from every corner to see the Red Army off. They walked alongside the marching columns, slipping food like eggs and glutinous rice balls into the soldiers’ pockets, praying for their swift homecoming.

The main force of the Central Red Army set off. Within days, they left behind revolutionary base areas where they had survived, grown and taken root. No one anticipated that the journey they embarked on would become the Long March, a trek spanning over 10 provinces. Still less could anyone imagine that this journey would ultimately pave the way for a brand-new China.

Looking back on this chapter of history, many claim that the Red Army only set out on this expedition because the enemies left them no other choice. To a degree, yes, the Long March was indeed a forced strategic shift, yet this fact does nothing to diminish its greatness and glory.

The ordinary Red Army soldiers had no idea how far they would march, or where they were heading. But they clung firmly to their founding mission: to deliver liberation for the people and independence to the nation. This unswerving conviction kept them from disintegrating through countless perils, sustaining them as they marched into the unknown with resolve.

David Ferguson:

I now realize that faith and ideals untested by harsh reality may have no true substance.

Since its founding, the Communist Party of China has always upheld the realization of communism as its fundamental goal. Despite devastating losses and extreme adversity, the Red Army continued to press forward resolutely and never faltered. Its inner strength came from an unshakable belief in the cause, an unwavering commitment to the founding aspiration, and a profound sense of mission. The Red Army was never fleeing pursuers in search of safety; it was marching forward to a future in which it had a steadfast belief.

Wang Xiaohui:

The Long March went on for two years. The Red Army trekked 25,000 li across some of China’s harshest terrain, but they kept their heads high, seeking hope amid despair and marching towards light through unending darkness. The lofty ideals and sense of mission they upheld have also become the torch that guides generations of CPC members in the following centennial, tempering them into steel as they press forward unswervingly toward national rejuvenation.

That spark lit along the Yudu River has never dimmed since.

China Mosaic
http://www.china.org.cn/video/node_7230027.htm

Faith: The Spark Born by the Yudu Riverside
http://www.china.org.cn/2026-10/16/content_118736835.shtml

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Linktel Technologies Highlights Breakthrough 1.6T LPO Performance & Strong Market Pull at OCP 2026

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October 18, 2026

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SAN JOSE, Calif., Oct. 18, 2026 /PRNewswire/ — At the recent 2026 OCP Global Summit, Linktel Technologies showcased its cutting-edge optical interconnect portfolios engineered specifically for next-generation AI computing networks. Among the heavy lineup, Linktel’s 1.6T Linear Pluggable Optics (LPO) solutions commanded immense industry attention, drawing heavy customer interest for their unprecedented energy efficiency, ultra-low latency, and supply-chain resilience.

Spotlight: 1.6T LPO Performance & High Customer Traction

AI data centers face immense scaling pressures, demanding higher bandwidth densities with tighter thermal and power budgets. Linktel’s 1.6T LPO solutions—highlighted by the 1.6T LPO 2DR4—delivered standout performance metrics that captured the spotlight at the summit:

Ultra-Low Power Consumption: Operates with power consumption as low as an impressive 10W, drastically mitigating data center cooling and power loads.Minimal Latency: Features a linear optics architecture that cuts down signal processing delays, making it a critical asset for high-performance AI scale-out fabrics.Enhanced Supply-Chain Resilience: Eliminating the optical DSP mitigates component choke points, ensuring robust scalability for mass deployments.Proven Interoperability: Following its breakthrough performance and multi-switch platform interoperability at the early September 2026 1.6T LPO-MSA Plugfest, Linktel has laid a solid foundation for the 200G-per-wavelength ecosystem.

Surging Market Interest

Throughout OCP 2026, Linktel’s live demonstrations of its 1.6T LPO, LRO, and FRO modules drew crowds of data center architects and industry partners. With volume production already in place, Linktel is fully equipped to meet the exploding market demand for energy-efficient, high-density 1.6T connectivity.

Overview of Other Innovations at OCP 2026

In addition to the heavily requested 1.6T LPO lineup, Linktel showcased two other major high-speed architectural pillars:

12.8T Liquid-Cooled XPO:Featured a live thermal demonstration integrating advanced liquid cooling to guarantee stable operations in high-density AI nodes.As a founding member of the XPO MSA, Linktel is actively scaling XPO series with FRO, LRO, and LPO variants for comprehensive scale-up, scale-out, and scale-across frameworks.6.4T/7.2T NPO Modules:Displayed with covers removed to reveal internal architectural designs supporting both ELS and ILS configurations.Combines compact high density with low power and low latency, backed by an established 6.4T/7.2T NPO roadmap.DMD Technology & Executive Presentation:Linktel Engineer Director Dr. Grace Zhang hosted a heavily attended Executive Session titled “Dispersion Managed Transceiver for Next-Gen AI Fabrics,” detailing cost-effective 800G (20km) and 1.6T (10km) solutions for OCS SuperPOD architectures, as well as the feasibility of 400G per lambda (3km).With its DMD product line already in volume production, Linktel actively calls upon ecosystem partners to join forces in collaborative development. To drive ecosystem maturity, Linktel is open to sharing its U.S.-filed patents, paving the way for industry-wide adoption and advancements in next-gen AI fabrics.

About Linktel Technologies

Linktel Technologies is a global leader in optical transceiver development and manufacturing, supplying high-speed optical I/O connectivity—including pluggable transceivers, optical engines, and ODM/JDM services.

For more information, visit www.linktel.com or follow Linktel Technologies on LinkedIn.

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Advanced Manufacturing in Focus: Smart Life and Robotics Take the Spotlight at 140th Canton Fair

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October 18, 2026

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GUANGZHOU, China, Oct. 18, 2026 /CNW/ — Phase 1 of the 140th Canton Fair, themed “Advanced Manufacturing,” opened on October 15 and will run through October 19. As one of the event’s most closely watched sections, the Consumer Electronics and Information Products zone once again serves as a showcase for the latest achievements in China’s manufacturing and technology industries.

Smart Life Solutions Address an Aging and Globalized Market

A highlight of this section is the focus on smart living, which brings together smart solutions designed to support healthier, safer, and more independent lifestyles.

For example, wearable devices and continuous glucose monitoring systems enable convenient tracking of key health indicators such as heart rate and blood glucose levels. Meanwhile, wearable exoskeletons and other AI-powered devices support mobility training and functional recovery. For home and elderly care, companion robots, electric nursing beds and home-use hyperbaric oxygen chambers, offer a combination of daily care, wellness support and lifestyle assistance. All these solutions highlight a growing shift toward technology-enabled living, where health management, personal care, and independent living are becoming more accessible and connected.

Service Robots Demonstrate Expanding Real-World Applications

The Service Robot Zone remains one of the fair’s most popular attractions in this edition.

Among the crowd favorites is a humanoid robot standing roughly 70–80 centimeters tall. With its expressive movements and playful appearance, the robot draws constant attention as it dances, approaches visitors and occasionally performs flips to the delight of onlookers. Behind the product is a company that has overcome key challenges in compact joint modules and modular humanoid robot development. Its independently developed high-power-density joints deliver remarkable agility and explosive movement, while modular architecture provides flexibility for a wide range of future applications.

More broadly, the Service Robot Zone features exhibits spanning a wide range of application areas, including embodied intelligence, specialized operations, urban services, and smart living. Full-size humanoid robots, dexterous hands with multimodal sensing capabilities and wheeled robots highlight the latest advances in artificial intelligence, perception technologies and motion control. For demanding industrial and emergency environments, exhibitors are presenting robotic inspection systems, live-line maintenance robots and underwater propulsion robots designed to improve safety and operational efficiency.

The commercial services sector is also well represented through reception robots, façade-cleaning robots and fully automated coffee kiosks, while everyday life applications include wearable exoskeletons, robotic lawn mowers and educational robots for home use. Together, these exhibits demonstrate how China’s robotics industry is accelerating its transition from technological innovation to large-scale commercialization.

As the 140th Canton Fair gets underway, the showcased innovations highlight China’s growing strength in advanced manufacturing, turning cutting-edge technologies into practical, market-ready solutions for global customers.

For more convenient attendance, please click here for pre-registration:
https://buyer.cantonfair.org.cn/register/buyer/email?source_type=16

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