Advisory / Practice 03

Business & Family Office Solutions

Some problems do not stay on one side of the line between business and family. Neither do our solutions.

A cross-border principal today carries multiple exposures simultaneously — operating businesses, regulated capital, family residency, succession, and a public profile that is itself a geopolitical asset. Treating each in isolation is how mistakes are made. Our family office practice is built around the integration.

Who this is for

Three kinds of principals.

  • Founders with cross-border exposure

    Operating principals whose business is U.S.-, Taiwan-, or PRC-domiciled while the family and capital structure sit elsewhere.

  • Multi-generational family offices

    Families where the succession question now includes a passport question — and the passport question includes a sanctions question.

  • Single-family offices in transition

    Family offices moving toward institutional governance and looking for a strategy function that did not previously exist in-house.

What's included

Six recurring engagements.

  • Strategy committee, on retainer

    A standing seat at the family's strategic discussions — quarterly cadence, with event-driven escalation.

  • Sanctions, residency, and reputational reads

    A combined read of the OFAC, BIS, and host-country posture toward the family and its principals.

  • Pre-transaction principals' briefings

    Before signing — a short, frank, written read of the geopolitical and reputational profile of the transaction.

  • Succession scenarios

    Walked through under realistic geopolitical assumptions, not the comfortable ones.

  • Principal-to-principal introductions

    Where appropriate, to former officials, scholars, and operating peers in the network.

  • A discreet press posture

    If the family does not want to be in the press, we help keep it out of the press — not the other way around.

How we work

A three-step approach.

  • The first conversation

    Held with the principal and at most one other family or senior advisor. Always confidential.

  • A working mandate

    Scope, deliverables, and a defined boundary against what we will not do. Documented.

  • Ongoing review

    Quarterly review of whether the mandate is still the right one. When it is not, we say so.

Begin a confidential conversation.

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