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The internet and mobile networks continue to hold up well in an unprecedented surge of people working, studying, and streaming from home. But amid the COVID-19 quarantine, there is increasing concern over how long the infrastructure undergirding the internet and mobile connectivity will hold up. As family offices around the world face the new reality and economic landscape of COVID-19, they must also consider how reliant they are on the current connectivity and think about contingency planning for the loss of connectivity.

The unprecedented speed, intensity, and uncertainty of COVID-19 has created a host of new and complex challenges for wealthy families that are playing out across both financial and family dynamics. There's no doubt it is a financial and business challenge, but it is also a very human one. To assist family office leaders and the families they support see and solve the issues in the most effective ways, a set of discussion questions are provided to help leaders prioritize and address both the financial and logistical considerations, as well as the very human ones.

Liquidity risk is a critical issue for investors, and it has been heightened in the COVID-19 environment that has brought on the end of the bull market. We take a closer review of the factors that have changed market liquidity conditions over the past decade, how the “new liquidity reality” has impacted several markets during the recent market downturn, and the potential steps to take going forward.

The COVID-19 pandemic presented the entire world with unprecedented challenges. Although it may be uncomfortable to contemplate, the reality of the growing necessity of funeral planning presents family offices with a sudden and unexpected series of events that must be faced.

Given the far-reaching business impacts of measures already taken to control the spread of the COVID-19 virus, many companies are looking to their insurance policies for potential responses to the ongoing financial loss. This guide provides an overview of some key coverage, claims, and risk management areas that are currently top of mind for businesses and insurers.

As of the week of April 6, there continue to be diverse opinions among leaders within the United States on which policies and procedures will provide both a safe environment for employees and allow productivity to return to levels that are closer to those generated before the COVID-19 crisis. This Executive Summary provides an overview of the initial patterns to the way in which most organizations are examining their Back to Work policy and procedural choices.

With unprecedented health concerns and economic uncertainty at the forefront of everyone’s mind, Edward Marshall sat down with Richard Perez, to provide guidance on how to put these events into perspective. Edward shared tactics on how to weather environments like those we are experiencing such as:Putting uncertainty and market volatility into perspectiveImportance of proactive communicationHow to develop an action plan

The Coronavirus Aid, Relief, and Economic Security (CARES) Act was signed into law in the U.S. on March 27, 2020. The legislation has brought about sweeping changes meant to provide relief to individuals and businesses. As part of the CARES Act, certain changes were made with respect to tax benefits to incentivize charitable giving.

On March 27, 2020, the Coronavirus Aid, Relief, and Economic Security Act ("CARES Act") was signed into law. The CARES Act provides emergency assistance to individuals, families, and businesses affected by the COVID-19 pandemic. The CARES Act is divided into two divisions: Division A includes programs to benefit individuals, companies, and the health care system affected by COVID-19; and Division B describes the supplemental appropriations to help the government respond to COVID-19. A summary of the CARES Act outlines and details the assistance available.

Black swan events—like the 2008 financial crisis and the COVID pandemic—often come with high velocity and are slow to recover. While these events are difficult to predict, the best way to get ready for the next crisis is with extreme preparation. Looking ahead with intentional risk management, here are 8 ways to prepare your business, family enterprise, or family office to better position itself to respond and adapt.