A Family Office is a purpose‑built family business entity that manages a family’s active and passive investments, while coordinating the wider domestic, lifestyle, education, wellbeing, and legacy needs of family members across generations. It’s designed to preserve capital, build capabilities, and support long‑term continuity—putting the family back in control of strategy, governance, and decision‑making.

Why it matters

Unlike a single operating business that may be bought or sold, the Family Office becomes the enduring hub of the family’s wealth, values, and governance—aligning finances with mission, culture, and multigenerational aspirations.

Our role

We act as architect, project manager, builder, and ongoing advisor, helping you design and implement a structure that fits your family’s priorities and scale—from virtual coordination to fully staffed single‑family offices.

Outcomes we enable:

• Clear vision, mission, and values for the family group
  • A tailored operating model integrating finance, governance, education, wellbeing, legacy, and philanthropy
  • Robust structures and reporting to monitor, learn, and adapt over time

Start your feasibility conversation and map your family’s priorities.

The Four Pillars of a Well‑Constructed Family Office

1) Strategy: Facilitate strategic planning to discover individual needs, define collective vision and values, develop a Family Office Strategic Plan and budget, and explore suitable business models and succession pathways.

2) Governance: Introduce or refine collective family decision‑making, build alignment, establish Family Assembly and Family Council structures, and draft the Family Office Constitution or Charter.

3) Investment: Form a Finance & Investment Committee and a documented Investment Policy, forecast liquidity needs, build bespoke asset allocation, and run manager/product selection with due diligence and reporting.

4) Integration & Operation: Integrate specialist services—tax and structuring, business advisory, accounting, compliance, corporate finance/M&A, philanthropy, superannuation, insurance, and banking/concierge—and facilitate Family Council meetings and AGMs.

Book a strategy and governance workshop to anchor all four pillars.

Structures, Committees & How Decisions Get Made

Core architecture:
• Family Assembly: All eligible family members meet annually at the AGM, appoint Family Council members, and set the mandate for the year.
• Family Council: Elected representatives meet 2–6 times per year to set and implement strategy, oversee performance, and delegate powers to the executive.
• Family Office: Staffed by family members and/or external resources, implementing Council strategy and reporting back through an agreed cycle.

Strategic areas of focus commonly included:
• Financial Capital Management
• Structural Development
• Educational Capital Development
• Human Capital Development
• Heritage, Legacy & Philanthropy
• Social Capital Development

Decision‑making and reporting: Define roles and responsibilities across ownership, directorship, C-Suite, management, and employees, clarify delegation of authority and reporting flows, and provide templates for agendas, minutes, and action tracking.

Ask for our sample constitution, charters, and reporting pack.

Investment Approach & Asset Allocation

From policy to practice: Build an Investment Policy around the capital pool and entity structures, model income and capital liquidity needs, assess risk tolerance, and tailor active vs passive preferences by asset class.

Asset allocation and selection: Develop strategic, tactical, and dynamic allocations across equity, property, debt, and alternatives, backed by manager/product/investment evaluation and documented selection criteria.

Time‑based liquidity horizons: Frame allocations to meet short, medium, and long‑term liquidity windows so distributions, capital calls, and opportunities can be funded without compromising long‑term compounding.

Governance, benchmarking & reporting: Implement portfolio‑level and asset‑class benchmarks, track performance against objectives, and provide a consistent reporting cycle.

Request a sample Investment Policy and asset allocation framework.

When to Establish a Family Office & How We Build It

Typical catalysts:

• Business sale (full or partial)
• Diversification alongside an operating business
• Other capital events (inheritance, royalties, asset sale, bonuses/windfalls)
• Formalising management of a single asset of capital pool

Right‑sized models for every stage:

• Private/Wholesale Client Investment Committee
• Virtual Family Office
• Hybrid Family Office
• Single Family Office
• Multi‑Family Office

Design & construction process:

Stage 1: Feasibility Study
Stage 2: Build Assembly & Council
Stage 3: Design the Family Office
Stage 4: Construction & Implementation
Stage 5: Operation & Monitoring

How we help you begin: Start with a structured workshop to clarify governance, structures, and investment priorities, then co‑develop documentation and meeting cadence.

Schedule a discovery session to explore the most appropriate model for your family.