By nature, each single family office (SFO) is unique, serving a range of functions from
investment strategy and implementation to family management and more.
Devising the precise approach and design for each SFO is crucial to ensure its success today and for future generations.
The SFO faces a transformational time as it tries to continue to have the scale to provide additional and more sophisticated services amid a sea of compliance requirements and the rising cost of attracting and maintaining talent. Add to that the age of the SFO executive, who’s nearing retirement, and the question of succession arises.
A dozen years ago, the landscape in which the SFO worked looked less complicated. The top-of-mind concern centered on defraying costs of the growing needs of the multi-generational family office run by an executive in his prime. SFOs dealt with this concern in a few ways. Taking on non-family clients. Many assumed the logical way to address these concerns around cost was to take on outside clients.