This session will explore the transformation of an investment office into a fully integrated family office over the past decade. Attendees will gain insights into how progress is measured through ten key performance metrics developed over the years, supported by real data and analysis. The session will also highlight a compelling case study of a multi-generational investment in Ballyfin, a meticulously restored 200-year-old estate turned Michelin-starred resort in Ireland—demonstrating the intersection of legacy, vision, and precision in long-term family investments.
Family Office Best Practices
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Strategies for Modernizing the Family Office
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The professionalization of the family office is a continual trend that has been gaining momentum with the rising tide of data, new technology, and increased expectations. The shift is a natural evolution—one that strengthens the family office’s ability to sustain and grow wealth across generations. By leveraging institutional-grade investment practices and operational guidelines, learn what actions you can take that will do the most to facilitate the successful evolution and modernization of family offices.
Avoid Failed Implementations Through Change Management | 2025 FOX Technology and Risk Management Showcase
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Learn the truth about most failed implementations and how to prepare your team to successfully manage the process. Kent Lawson, Chief Operating Officer and Technology SME for Membership, FOX
Does My Family Need a Family Office?
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For centuries, sophisticated families with significant resources have used a formalized family office structure to manage their assets. Additionally, family offices have become increasingly popular as more and more families have amassed resources. Along with that trend, the complexity of the investment landscape and the range of issues and responsibilities associated with significant wealth has grown—including risk management, governance, and cybersecurity.
From working with forward-thinking family office leaders for more than two decades, we can see with a bird’s eye view of the family office space and have a keen awareness of the forces and demands that are shaping it. In today’s environment, we see even more change than usual, including meaningful structural transformations. For family offices, the ability to adapt thoughtfully to change is essential.
The Family Office Maturity Model
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At every stage, a Family Office needs the right team, governance, and processes in place to continue growing. With this Family Office Maturity Model that identifies the five different stages—embedded, early stage, developed, professionalized, and mature—you can assess areas for improvement and determine the right steps to progress. By understanding these stages, you will be in a better position to make informed decisions about governance, operations, and team development for your Family Office.
Polarity exists in nature and the nature of our business. Different views, values, preferences—in other words, diversity—is at the core of polarity. Recognizing and managing polarity within your organization allows for leveraging the benefits of diverse perspectives, promoting a balanced and thriving workplace. We explore how to navigate and embrace natural opposites within team structures and adopt approaches for getting things done.
With the participation of 150 unique family offices, this biennial and comprehensive report is designed to assist family office board members and executives in evaluating their compensation plans. Developed in collaboration with Grant Thornton, the report is divided into three main sections: governance structures, staff benefits, and detailed position compensation. Together, it offers valuable insights into the compensation and benefits landscape within family offices, providing a benchmark against peers.
With a focus on talent, this Executive Summary is designed to assist family office board members and executives in evaluating their compensation plans. Developed in collaboration with Grant Thornton, the report identifies several strategies that collectively aim to make family offices more attractive to current and potential employees.
Family offices of every size and type can serve as unknowing gateways to sensitive data and personal information due to their extensive financial dealings and relatively low maturity in cyber preparedness. These vulnerabilities make family offices attractive targets to threat actors who may not even need sophisticated hacking skills to compromise an organization’s security.