One desk for a
family’s whole map.

A family office typically inherits its entity map rather than designing it. We take an inventory of every vehicle the family controls, establish what each was created to do, and retire the ones that no longer earn their annual cost. What remains gets a governance frame the office can actually operate: who signs, who is a director, which decisions need a resolution, and where the minutes live. The result is a map the principal can read and a control environment an auditor or a bank will accept without a special explanation.

Typically includes

• Entity inventory, purpose review and rationalisation
• Director appointments, signing authorities and resolutions
• Statutory registers and corporate records maintained centrally

Most offices assemble their reporting by hand, from packs in different formats, in different currencies, arriving at different times. We standardise the inputs at source — one chart of accounts across the entity map, one reporting calendar, one presentation currency — so the quarterly pack is produced rather than reconstructed. Local statutory accounts are still filed to local standards; the consolidation sits above them. Where the family holds positions through funds and nominees, look-through reporting shows the real exposure rather than the legal wrapper.

Typically includes

• One chart of accounts and reporting calendar across entities
• Consolidation with look-through to underlying exposure
• Local statutory accounts filed to local standards

When a family invests alongside other families, a manager or an operating partner, the vehicle decides how well that relationship survives disagreement. We structure the co-investment so economics, control and exit are settled in advance — the jurisdiction, the entity form, the waterfall, drag and tag, and what happens if one side wants out early. For repeat programmes we build a platform that can carry successive deals without a fresh structuring exercise each time, and handle the ongoing administration so the office is not absorbed by it.

Typically includes

• Vehicle jurisdiction, form and economics for each deal
• Drag, tag, transfer restrictions and exit mechanics
• Platform structures for repeat co-investment programmes

Families move, and so do the people who work for them. We handle both sides: residence and citizenship planning for principals and their children, and employment authorisation for the office's own staff — relocating a CIO, hiring an analyst in a new city, or regularising a household employed across two countries. Each move is assessed for what it does to the family's tax footprint before it happens, because an executive's relocation can create a permanent establishment or shift where an entity is treated as managed.

Typically includes

• Residence and citizenship routes for principals and dependants
• Work authorisation and relocation for office staff
• Permanent-establishment and management-and-control review

Digital assets sit uncomfortably in a traditional family office: the custody model is unfamiliar to auditors, the accounting treatment is contested, and the regulatory position depends on how actively the office manages. We set the holding structure, document custody and key control so it can be audited, and establish whether the office's activity crosses into regulated territory under VARA or MiCA. Where the family invests through digital-asset funds rather than holding directly, we review the fund's own regime before capital is committed.

Typically includes

• Holding structure with auditable custody and key control
• Regulated-activity assessment under VARA and MiCA
• Diligence on digital-asset funds before commitment

Where a family office is established and where its entities are managed increasingly decide how the whole structure is taxed. We assess the office's own jurisdiction against how it actually operates — where decisions are taken, where staff sit, where the board meets — and build the substance the position requires rather than the substance a brochure suggests. When a jurisdiction's rules change, as they regularly do, the office learns from us before it learns from a tax authority, and a migration path is prepared while it is still voluntary.

Typically includes

• Jurisdiction review against actual operations and decision-making
• Substance built to match the position claimed
• Monitoring of rule changes and prepared migration paths