Single Family Office Setup
Your family's wealth has reached the point where it needs its own structure. We build it.
A Family Office is not just a legal entity. It is an operating system for your family's wealth. Done properly, it gives you control, continuity, and clarity across every financial decision, every generation, and every jurisdiction you operate in. Done poorly, it adds cost and bureaucracy with none of the benefit.
The difference is usually how it was designed, not how it is run.
From blank page to operational structure.
We take a Single Family Office from concept to operation. That means six things, in this order.
Mandate definition
We start by defining what the office is actually for. Investment management. Succession. Philanthropy. Operating asset oversight. Or a combination. Scope drives every decision that follows, and most families skip this step.
Governance design
We design the governance model: who sits on the family investment committee, how decisions are made, what is delegated, and how conflicts between family members are handled before they happen rather than after.
Operating model and staffing
We define whether the office is fully staffed, partially staffed, or built on a managed-service model with external providers. We help you decide what to build internally and what to outsource permanently.
Entity and structure setup
We coordinate with legal and tax advisors to establish the right entities: holding companies, trusts, foundations, or a combination, depending on jurisdiction, tax profile, and succession intent. We do not draft the documents. We make sure the right people do, with the right brief.
Reporting infrastructure
We implement a consolidated reporting framework so the family sees everything in one place from day one. This is often the most neglected part of the setup. We treat it as the most important.
Incubation and handover
We stay through the first full operating cycle. We troubleshoot. We refine. When the structure is running properly, we hand over with full documentation and a governance calendar that keeps it on track without us.
This is the right move when:
- Your wealth spans multiple assets, entities, or jurisdictions with no central coordination
- You have advisors who do not talk to each other
- A transition is approaching: generational, transactional, or structural, and the current setup is not ready for it
- You have managed things informally for too long and the informality is starting to cost you
We have been on both sides of a family office setup. That changes what we prioritise.
Most advisors who design family offices have studied them. We have operated inside them, built businesses alongside them, and watched what goes wrong when governance is an afterthought.
The technical elements: entities, structures, reporting, are the easy part. The part that determines whether a family office actually works is the governance model, particularly how it handles disagreement, succession, and the moment when the founding generation is no longer the decision-maker.
That is where most setups fail. It is where we start.