{"id":41066,"date":"2025-07-28T12:45:49","date_gmt":"2025-07-28T10:45:49","guid":{"rendered":"https:\/\/altoo.io\/?p=41066"},"modified":"2025-09-15T14:08:27","modified_gmt":"2025-09-15T12:08:27","slug":"trois-lecons-de-la-femme-la-plus-riche-du-mexique-sur-la-construction-dun-family-office","status":"publish","type":"post","link":"https:\/\/altoo.io\/fr\/three-family-office-building-lessons-from-mexicos-wealthiest-woman\/","title":{"rendered":"Trois Le\u00e7ons de la Femme la Plus Riche du Mexique sur la Cr\u00e9ation d'un Family Office"},"content":{"rendered":"\t\t
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Mar\u00eda Asunci\u00f3n Aramburuzabala\nImage Credit: Wikimedia<\/figcaption>\n\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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When Pablo Aramburuzabala died, he left behind no male heirs to handle the family\u2019s stake in what Mar\u00eda <\/span>described<\/span><\/a> as “the most macho business there is.” Mar\u00eda subsequently co-founded Tresalia Capital \u2014 named after the “Three Allies” of herself, her mother, and her sister \u2014 and grew her family’s wealth through strategic investments in real estate, technology, private equity, and more. Her journey offers three critical lessons for family office builders seeking to manage wealth across generations.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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01 Make Succession Planning a Time-Sensitive Priority<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Mar\u00eda <\/span>told the New York Times<\/span><\/a> that after her father died, “The world caved in on us. Friends, enemies, boyfriends \u2013 everyone wanted control. Less than a month after my father died, we had people coming to tell us that he had left them in charge, and that they were going to manage things for us.”<\/span><\/p>

This scenario represents every wealthy family decision-maker’s nightmare. Yet statistics suggest roughly half of them have not taken effective steps to prevent it from happening.\u00a0<\/span><\/p>

According to the <\/span>UBS Global Family Office Report 2025<\/span><\/a>, just over half (53%) of family offices globally have wealth succession plans in place. The <\/span>Campden Wealth\/AlTi Tiedemann Family Office Operational Excellence Report 2025<\/span><\/a> found similar results for North American family offices: 50% of family offices with first and third generation wealth owners in charge had no formal transition plan. Neither did 40% of family offices with other generations in charge.<\/span><\/p>

Why succession planning gets delayed<\/b><\/p>

UBS found that 29% of family offices report beneficial owners feel succession planning is not urgent. Another 21% said beneficial owners have not decided how to divide their wealth. Meanwhile, 18% said beneficial owners were too busy to even raise the topic.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Wealth owners who delay succession planning risk putting their heirs in uncomfortable situations like the one Mar\u00eda faced. Don’t leave them hanging. It’s easy to find time for more pleasant topics \u2014 but your heirs will be forced to address succession if you don’t, possibly risking the wealth you’ve built.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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02 Involve Family Members Early and Often<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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According to the same New York Times interview, Mar\u00eda had an accounting degree from the prestigious Instituto Tecnol\u00f3gico Aut\u00f3nomo de M\u00e9xico but little real-world experience with spreadsheets or annual reports when her father died.<\/span><\/p>

Her brother-in-law had been named general director, so she did not seek control. She did, however, fight to keep her family’s stake in the business. She also pursued her own personal “MBA” by volunteering to turn around two Grupo Modelo yeast companies that had gone bankrupt and to lead negotiations in a $1.6 billion sale of a noncontrolling stake to Anheuser-Busch.\u00a0<\/span><\/p>

Mar\u00eda was successful in both initiatives. Just one year after her father’s death, she became Grupo Modelo’s vice chairwoman and founded Tresalia Capital with approximately $500 million her family is believed to have earned from the Anheuser-Busch deal.<\/span><\/p>

Mar\u00eda clearly displayed significant talent, but wise wealth owners will not bet their family fortunes on their heirs performing as well in such challenging circumstances. Mar\u00eda’s father could have guided her through a similar education whilst he was alive instead of leaving her to tackle it alone.<\/span><\/p>

Learning from experience<\/b><\/p>

Mar\u00eda learned this lesson well. She told her two sons stories about business and investing \u2014 both successes and failures \u2014 from when they were quite young. Today her sons are in their thirties and, <\/span>according to Bloomberg<\/span><\/a>, have plenty of time to “earn their stripes” in the business world under her guidance.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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According to UBS, the most popular ways family offices prepare the next generation are:<\/span><\/p>