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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.

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.

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.

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.

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.

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.

Effectively adapting to adjustments in economic culture and wealth is often difficult and requires families to balance past tradition with the need to move forward. Internationally-recognized family wealth psychologist Dr. James Grubman joins host Damien Martin to discuss the dilemmas, decisions, and challenges that come with wealth and share real-world stories for those both new to and coming from wealth. Here's what's covered:

As social distancing measures abate—and ahead of a possible second wave of coronavirus cases—organizations will need to de-risk the enterprise and adapt operations to a “new normal.” This will require a thorough evaluation of pandemic-driven IT and cybersecurity changes, some of which were rapidly put in place during the response phase of the pandemic, followed by strategic adjustments of enterprise architectures, cybersecurity controls, and business processes based on long-term operating strategies. In the post-COVID-19 world, 10 areas will require attention.

With growing amount of data breaches and stepped-up cybersecurity concerns related to COVID-19, along with increasing data privacy regulations, companies must drive awareness throughout their organizations and take advantage of benchmarking opportunities to properly deploy generally limited resources.

When nearly 350 senior risk professionals were asked to identify their biggest concerns over the next 18 months for both the world and their business, they listed economic distress as their top concerns. Yet leaders must act now to address the knock-on effect of far-reaching environmental, societal, and technological risks. This report examines familiar risks that may be amplified by the pandemic and new ones that may emerge. It also sets out 20 challenges and questions that can be used as a starting point for framing discussions between businesses, governments, and societies worldwide.