Following the successful disposal of the family’s industrial businesses here and offshore, our client established a Family Office, investing primarily in commercial real estate and accumulating structured and private equity investment products distributed by investment banks and fund managers over time. As head of the family, our client was the Chairman of the Family Office.
Over two decades later, the Family Office CEO and management team, which our client established and built, had increasingly lost its independence and developed a number of conflicting relationships with “sell-side” investment houses and investment banks.
Without a clearly defined mission purpose from the family, the Family Office had become overstaffed, ineffective and lacked defined strategic purpose. The management and ongoing reporting of the investments was being ‘glossed over’ with too many exceptions to policies being recommended (and accepted). As a result, a considerable amount of the Family Office’s assets were not being optimally managed and risk management objectives ignored. The Chairman of the Family Office was aware of the issues and wanted to restore a defined strategy, managed with discipline and accountability in the conduct of his Family Office.