As part of our commitment to help the community of those who serve Ultra High Net Worth (UHNW), we recently completed our annual Family Wealth Advisor Survey (FWAS). The 146 respondents to our most recent survey shared valuable insights into the health of their businesses, the challenges they are facing, and what they are doing to build and strengthen their businesses.
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Hiring successfully for a Family Office is not an easy task, not when there are unique issues and challenges.
All Family Offices are unique; as are the families that they work for. However in the end, they all follow a similar process when trying to make a successful hire for any position within the team. By using this guide that includes an interview form by Agreus, you’ll see how asking the right questions during the interview process will result in a successful hire for your Family Office and the family it serves.
The success of a private equity fund’s investment in a portfolio company largely hinges on the performance of the Chief Financial Officer (CFO). Initially chosen CFOs may be ideal for early goals, but market shifts might necessitate a change in CFO to adapt and succeed. Understanding the unique skills of different CFO archetypes is key for funds to make timely, effective leadership decisions.
This report, which is rich with actionable data and insights from over 4,576 risk and human resource professionals, is your guide for a proactive, predictive, and disciplined approach to people risk management. It outlines key workforce threats under five pillars of risk—including technological change and disruption, health, well-being and safety, and benefits cost increases—facing employers worldwide and the impact they can have on your organization. Use this report to identify, prioritize, and manage the most critical people risks across your organization.
In the world of Family Offices, anything is possible and the professionals hired to do the unthinkable have to be problem solvers, agile, and absolutely committed to the cause. Most importantly, they have to be the right Cultural Fit, which most Family Office professionals believe is more important than qualifications in the hiring process.
Running a family-owned business is no easy feat. Among the many challenges is determining the right salary and compensation structure for top executives. And the topic of pay is a sensitive one when it involves the founder, family members, and other stakeholders.
As family offices turn their attention toward achieving operational excellence, they are facing tremendous challenges and opportunities to maximize efficiency and productivity across the enterprise amid constant change and uncertainty. As shown in this report by RSM, it’s the technology and talent considerations that rank as a top concern for many family offices. Additional feedback and key insights on it are provided from more than 500 family office executives, family members, and their advisors.
The unique and personalized nature of each Family Office can make it challenging to access benchmark remuneration data. Family Offices require a distinct skillset, incomparable to other working environments, and many professionals that Family Offices search to recruit are accustomed to a certain compensation structure.
As families grow their investment function, the Chief Investment Officer (CIO) must provide insight and flexibility to serve varied and changing investment platforms. While much of the CIO’s role is focused on investments and the investment decision-making process, many CIO responsibilities aren’t investment-centric and will impact the long-term success of the investment strategy—and therefore the long-term success of the family office as it continually evolves to meet its mission, goals, and objectives.