Family offices
The outside framework for your family office.
Many family offices sit in an awkward middle — large enough to carry real complexity, yet not staffed to cover every discipline that complexity demands. We carry the disciplines a family does not staff: governance, coordination and execution.
- Established offices
- Outside depth beside the team you already have.
- New wealth
- Sound structure first; the institution follows on your terms.
- Hand it all over
- An outside office that carries the daily weight for you.
Outside power
The advantages of scale, without the overhead of scale.
A family office earns its place through oversight, negotiating power, access and continuity. Those advantages are easier to reach with depth behind them than with one or two people covering investments, tax, legal, governance, reporting and family dynamics at the same depth as a full team.
The usual answers are to hire — expensive and slow — or to lean further on product providers, whose interests are not the family's. There is a third route: an experienced outside framework that carries the disciplines you do not staff, and steps back when you do.
The same framework serves the family that is ready to professionalise for the first time. New wealth rarely needs an institution on day one; it needs sound structure, the right specialists, and someone who has done this before. We build the framework first — the institution, if it ever comes, follows on the family's terms.
What that looks like
Not theory — the moments where outside power makes the difference.
The restructuring that never happened
A holding structure flagged three years ago, still open. We drive notary, tax and legal toward one close instead of another memo.
The deal that needed senior eyes
A direct investment the family wants, but the office cannot staff the diligence. We run it alongside them — hands, not a junior model.
The director who left
A key-person gap with no one ready. We hold the file, keep decisions moving, and hand it back clean when the seat is filled.
A choice, not a compromise
Outsourcing the whole family office is, for some, the point.
Not everyone experiences wealth as a blessing. Around it comes administration, reporting, advisors to coordinate, decisions that never end, and the quiet weight of keeping a complex structure standing. For some families that is exactly the life they want; for others it is the part they would gladly hand to someone trustworthy.
Outsourcing the family office is not a defeat — it is a legitimate choice. We can stand as the family's outside office: holding the structure, keeping the specialists aligned, making the decisions that need making, and reporting clearly so the family sees its wealth without managing its machinery. The family keeps ownership and direction; we carry the daily weight.
The arrangement is as deep or as light as the family wants. Some hand us the full running of their affairs; others keep a director and use us for the stretches where outside power makes the difference. Both are sane.
Structure and governance
The framework a family office is supposed to have.
Investment policy, decision rights, mandates, reporting rhythm and the boundaries between family, ownership and business. We put the architecture in place, write it down, and make it something the next generation can actually read.
Orchestration of specialists
One line of coordination instead of six invoices.
Tax advisors, notaries, bankers, fund managers, legal counsel. Most families already have good specialists; what is missing is the person who keeps them aligned, challenges them, and makes sure nothing falls between two desks.
Execution capacity
Hands, not only advice.
Due diligence on a direct investment, a restructuring that has been postponed for three years, a transaction that needs someone in the room. We step in for the stretch where the family or its office wants senior hands without adding headcount.
Continuity and key-person cover
A single director should not be a single point of failure.
Documented processes, a second set of eyes on every material decision, and an outside party who knows the file well enough to keep things running when the family office is between people — or before one exists at all.
Family offices together
And where it makes sense, we let family offices work together.
Family offices are private by nature, and rightly so. But privacy does not require isolation. With clear boundaries and equal footing, a small circle of offices can share what is expensive to hold alone — while every family keeps its own decisions, its own structure and its own discretion.
Deal flow
Direct investments that are too large or too specialised for one office often fit comfortably across three. We introduce, structure and keep the governance clean.
Due diligence
Sharing the cost and the scrutiny of proper diligence raises the quality of the decision for everyone at the table.
Buying power
Custody, reporting tools, legal frameworks and advisory fees are all priced by scale. Several offices together negotiate a different price than one alone.
Knowledge
Succession, next-generation education, residency, philanthropy. Peers who have already walked the road are worth more than any report.
How we work
Discreet, senior, and measured in decades rather than quarters.
We are not a product house and we sell nothing of our own. Engagements begin with an honest reading of where the family stands, followed by a short written view of what should be strengthened first. From there we take on as much or as little as the family wants — a defined project, a standing role beside the existing team, or the quiet second opinion no one else can give.
Based in Amsterdam. Senior practitioners, no junior handoffs. Since 2014.