It’s not just that a family’s assets have to grow at a steep rate over time – easily 9-10% or more. It’s that there really is only one variable within the family’s control – and it’s a complicated one
David has been writing and publishing since 2006.
It’s not just that a family’s assets have to grow at a steep rate over time – easily 9-10% or more. It’s that there really is only one variable within the family’s control – and it’s a complicated one
The locales that families build their wealth in are often times closely intertwined with the family’s identity and narrative. Yet like all considerations for a family office, the choice of geography is an important one, and importantly the ‘default’ answer should not be immediately adopted simply because it is the default.
There is a piece making the rounds on Bloomberg (” Family-Owned Businesses Urged to Sell Before the Party Ends”) this week saying that if you have ever contemplated selling your business now is the time to head for the exit.
Our caution would be simply that of the zen master – ‘we’ll see.’
What if, this very tendency to not discuss what it means to be wealthy, actually enhances the risk of a negative outcome rather than prevents it?
One of the great challenges families face when allocating capital for the long-term is determining the right level of risk and return.
We conclude our 3 part series looking at the basics of family offices
An in-depth discussion on the role and place of governance in the family enterprise
What family offices actually do to serve families.
On a call last week, a family business executive I was speaking with asked a simple, yet profound question. “What is a family office” or What do you mean when you say family office?
A conversation we have been having with family offices recently is about the magnitude and significance of the change when a family moves from being predominately an operator of a business(es) to an investor in businesses. This shift can be sudden in a liquidity...
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