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This session with the Salgar Family will provide background on the transitions underway in their family and how they used the Family Charter / Constitution to reaffirm the family values, align their goals, and organize their governance process. As part of the move from the first generation to the leadership of Gen 2-3, the family outlined the key c...

Every family office is unique, and so are the governance structures needed to meet the family's objectives. This session will help attendees understand when a family office should implement more (or less) formal governance components - from committees to councils to bringing in outside directors alongside family members. Attendees will walk away wi...

Once the family enterprise is clear on which values it aims to preserve, the next step is to integrate and execute those values in an intentional way. Enter: The B Corps. Certified B Corporations are leaders in the global movement for an inclusive, equitable, and regenerative economy. Join this session to learn how one family office achieved B Corp...

From risk management to objective perspectives to succession planning, boards are a crucial component to help the family business achieve longevity. Boards serve as a mechanism to clarify the mandates of the family and provide continuity and formal guidance to future generations. During this session, experts will share easy-to-implement governance ...

When it comes to reaching your family’s financial objectives and perpetuating its wealth, integrated family wealth planning is critical. A family governance system can significantly facilitate that process. This evergreen guide offers best practices and key elements of an effective family governance system, one that can be instrumental and flexible...

It is not uncommon for enterprising families to end up making sub-optimal capital allocation decisions due to limited visibility into, and planning around, the entirety of their shared family assets. To optimize the value of shared family capital, both the business and other entities or advisors in the enterprise ecosystem must work in harmony. Wit...

As enterprising families expand across generations, they often stray from their entrepreneurial wealth creation roots to a more risk-averse wealth-protection mode. However, if maintaining shared family capital across multiple generations is the goal, wealth protection mode is not an ideal strategy and may have some unintended consequences. Building...

As families grow larger and more diffused—the epitome of an enterprise family—consensus seems ever more difficult to attain. In this Q&A, FOX’s Chief Learning Officer Mindy Kalinowski Earley and principal Jeff Strese of Jeff Strese Consulting Group discuss how families can reduce conflict by taking a consensus-building approach that can navigat...

Time is our most precious, finite, and versatile resource. Family office industry stakeholders are reevaluating their relationship with time—making meaningful behavioral changes to maximize their “return on invested time.” Powerful and practical tools—some borrowed from the field of investment management—can help maximize return on this scarce and ...

A well-functioning board is a crucial component to help the family business achieve longevity and growth. From risk mitigation to culture oversight, a good board can be an important resource for the company, shareholders, and stakeholders. In this discussion, Meghan Juday, IDEAL Industries Chairman and Founder of The Lodis Forum, a peer group for w...

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements. Given these change...

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements. Given these change...

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements. Given these change...

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements. Given these change...

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements. Given these change...