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The COVID-19 pandemic reshaped many aspects of life in profound ways, including propelling families onto virtual platforms and social media to work, go to school, and stay connected. Future histories of this extraordinary period of change and resilience will draw heavily on the stories and values you preserve today and the days thereafter. This guide provides tips for families on ways to collect, archive, and share how their lives have been altered or upended during the pandemic. Looking forward and looking back, what will the memories be from your family history?

As family offices have grown in number, size and sophistication, they have increasingly looked to invest directly. Largely, the pursuit of direct investing opportunities has been driven by several factors, including the desire for increased control, better alignment of interests, reduced fees and expenses, and higher returns. While the appeal of direct investing is clear, building a robust investment process and team to successfully source, conduct due diligence, and execute on the opportunities is a challenging endeavor.

Today’s wealthy families feel they are facing the greatest economic and social uncertainty in a generation. Amid the unprecedented challenges, most single family offices are being asked to address the human challenges of serving wealthy families as much as, or more than, the financial uncertainties. In a pulse check survey of 32 single family office leaders, it is clear there is a significant need for help with emotional and family dynamics challenges.

A private family trust company (PFTC) provides families with intergenerational governance over family assets and a private forum for decision-making. Without proper management, however, a PFTC can be exposed to costly litigation and the potential for significant liability. By developing and implementing policies that take into account the expertise and capacity of staff and external vendors, a PFTC can ensure it stays compliant and is able to safeguard the family’s assets well into the future.

In an industry that relies on speed and innovation to close deals and drive returns for investors, the absence of face-to-face meetings amid the coronavirus pandemic is one reason the M&A activity in the private equity sector has had the most sudden drop-off since the Great Recession. Now private equity firms must transform quickly, and innovative practices are needed to drive more lucrative deals.

Equity markets have priced in an optimistic scenario of earnings recovering to pre-COVID-19 levels by the end of 2021—a V-shaped recovery. While it is within the realm of possibility, there is considerable risk to this scenario. We consider what conditions could support a V-shaped recovery, and circumstances under which other, more gradual recoveries would likely prevail. We also explore some possibilities about how COVID-19 will change behavior and demand preferences over time.

The coronavirus pandemic hasn’t slowed private equity firms’ interest in putting their cash to work in distressed firms. Although deal activity has been down, general partners in private equity firms are still searching for value wherever they can find it. At the same time, the declining valuations have created a push and pull in the private equity market of whether to sell or hold.

When forecasting any investment assumptions, it is important to take a look at the factors that shaped the past decade and those that will influence markets moving forward. From that vantage point, this year’s Capital Market Assumptions report provides strategic asset allocation models and shifts based on shorter-term market opportunities.

Coming into financial independence and taking on more responsibilities for your own income and spending is both a liberating and intimidating experience. To help navigate some of the most important and common financial and investment decisions, a collection of articles is provided for guidance. The goal is to help break down complicated concepts into laymen’s terms and provide illustrations and tools for thinking through cash flow and investment decisions.

The family offices in the United States have gone through a number of transformative changes due to the disruptive nature of COVID-19. As they look to navigate these uncertain economic times, liquidity will be a critical component for survival. Relief lending programs provide an opportunity for families to reassess their respective offices and businesses to determine if they qualify for such help.