A directed trustee is chosen to advise a trustee on investment or distribution decisions for a trust. But as key decision-makers, directed trustees face potential liability. This article by Richard Nenno of Wilmington Trust Corp. explores the role of directed trustees, examines statutes and case law and looks at how these trustees can limit their liability risk.
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The author, a 4th generation heir to the Carnation fortune, maps out a framework for effective long-term wealth management. The principles apply equally well whether you're managing a nest egg of $1 million or $1 billion. They apply regardless of time horizon and family complexity, and they apply whether your ambitions are aggressive or conservative.
Proper asset allocation and estate planning is often the best gift to children who have neither an interest in, nor propensity for, running the family business. Sale of the family business is usually a once-in-a-lifetime chance to achieve meaningful liquidity, and well-qualified advisors can add much more in transaction value and stress relief than they take away in fees.
This paper will examine ways to lessen six of the greatest risks to preserving and enjoying multigenerational wealth. These six risks are: concentrating your assets, overspending, overusing leverage, poor tax planning, not attending to liabilities, ignoring family governance
Seldom do wealth owners take the time to document the journey to preserve wealth across generations. And few have done it more effectively than Stuart Lucas, who spoke at the 2005 FOX Fall Forum about how families and family offices can manage wealth strategically.
Educating the children of wealthy families can be an extremely difficult challenge. Today, more and more family offices are recognizing the compelling need to assist in the effort to educate heirs.
“Mentoring is more than just a relationship between two individuals,” said James Ruddy, who launched a discussion on the topic at an enlightening and laughter-punctuated session at the 2005 Family Office Exchange CEO Forum. An attentive audience heard four diverse perspectives on the role of mentoring as a means to educate and groom successive generations.
Selling the family-owned business is one of the most important financial decisions and transactions that any family will face. Business owners, their children and grandchildren will live with the results for a long time to come. Getting it right is important to maximize family wealth, and some basic advance planning — even several years in advance — could help achieve that critical goal.
Leadership succession and governance are important issues for every financial family. However, these issues are especially complex for business-owning families. To explore succession from an expert perspective, FOX spoke with Kelin Gersick, co-founder and senior partner of Lansberg, Gersick & Associates, a consulting and research firm specializing in family enterprise and philanthropy.
This article highlights the fact that most wealthy U.S. families customarily choose individuals rather than trust companies to serve as trustee, even for complex trusts holding very substantial assets and even though a family who can afford it now has the option of creating its own trust. The article also argues that reliance on individual trustees carries the risk that it depends on an unbroken line of succession from one 'wise' (competent, diligent) trustee to the next, with little or no transition time or cushion to adjust for unexpected events.