Industry research shows that all family offices outsource at least some functions. IT services rank as the third most commonly outsourced area, after legal and tax planning services. At the same time, cybersecurity was the second most common new service that family offices added over the last two years. As security concerns push family offices toward better technology solutions, partnering with an advanced digital wealth platform provider can become the foundation for effective operations across their entire service range.
A gentle ripple has become a deliberate current. High-net-worth families anchored in Europe are quietly expanding their private wealth operations to hubs such as Dubai and Singapore. This is not a retreat from Switzerland, which remains a cornerstone of global fiduciary trust, but a strategic broadening. The map of wealth management is not being redrawn in opposition, it’s being layered with new centres. The motive is not unkindness to tradition, but a desire for jurisdictions that offer agility, clarity, and optionality. As one adviser put it to the Financial Times, family offices in Dubai “can be quieter. That’s more desirable
Inheriting wealth offers opportunity, but often at the cost of autonomy. Across Europe, a generation of heirs is forging entrepreneurial paths of their own, balancing the freedom to innovate with the burden of family expectations. Their challenge is delicate: create independent ventures that satisfy personal ambition, yet remain anchored in the family’s legacy. As one Swiss heir remarked to a UBS roundtable: “I wanted to build something of my own, but respected the foundation that brought me here.”
Deciding whether to establish a family office is often one of the most important choices wealthy families make. A wide range of factors shape this decision. In this article, we examine three of them by comparing four wealthy families and their approaches to managing their fortunes.
María Asunción Aramburuzabala formed family office Tresalia Capital after her father Pablo – executive vice president of Grupo Modelo, the brewer of Corona beer that his own father Felix founded after the Mexican Revolution – died unexpectedly of cancer in 1995 at age 63 with no finalized succession plan. Today she is worth an estimated $8.2 billion, making her Mexico’s wealthiest woman and Latin America’s second after Chilean mining magnate Iris Fontbana. Her story holds three valuable lessons for today’s family office builders.
Today’s family offices face two challenges that seem to work against each other: keeping talented staff and controlling costs. Recent industry research shows this phenomenon to be widespread. Simply paying higher salaries is not the answer. The way forward is to invest in modern technology that transforms how family offices operate.
According to the Global Impact Investing Network (GIIN), in 2024 there were more than $1 trillion in assets under management allocated towards achieving social and environmental benefits alongside financial returns. What are the most popular forms of these assets and how do family offices approach them? This article breaks down the key information.
Managing a family’s wealth has never been more challenging. Portfolio complexity is rising along with expectations for transparency, digital access, and compliance readiness. For family office professionals, traditional approaches involving periodic meetings to review spreadsheets and documentation are no longer sufficient. Fortunately, financial technology (fintech) companies can help advisors meet the expectations wealth owners have in the digital age. In this article, we shine a light on how the fintech we know best – ours – is doing just that.

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