Designing the Family Office

We believe that the key to a successful family office structure lies in having a strong foundation. There is no one size fits all approach to designing and setting up a family office. We commit to delivering a tailored approach and result to each individual family.

Our approach to designing the family office has been successful, because of our commitment to a proven methodology.

We start by setting up a series of meetings with the family principal and key family members to establish clear goals and objectives.

We meet with the family’s existing advisors, because we find their insights to be invaluable.

We then prepare a Design Engagement that very clearly establishes the goals and deliverables.

We spend considerable time modeling and testing various ideas until we have reached a consensus that we are aligned for success.

Building the Structure

Once the foundation is solidified, we spend considerable time crafting and developing the building blocks to the organizational structure. We help families think through the many different challenges and needs, such as:

Family Mission/Value Declaration

Family Board structure

Staffing model and matrix with job descriptions

Process flows and procedures for every position and decision

Work culture


Business and Investment oversight

Information technology (IT) solutions for reporting and protecting data

Risk management & security solutions for protecting people and property

Emergency and crisis planning (e.g. What happens if there is a fire, earthquake, theft, etc.)

Family Education and next generation planning

Fortifying the Organization

Once we complete structuring a family office, we maintain an ongoing relationship with the family to ensure it is managed for success. There are often changes and adjustments that are required, as circumstances within the family and/or the family office evolve. We are available to our families as a long-term resource. We are often asked to come back in to address:

Introductions to other family offices, club investments and other resources

Staffing issues

New policies and procedures

Changes in family dynamics

New business direction

IT and Software changes

Risk management concerns