Observations, wisdom and models of organization and governance for single and multi-family offices.
When should a family begin to think about forming a family office and what factors should they consider when making this decision? Thank you to Iñigo Susaeta, this week’s contributor for continuing FFI Practitioner’s series of articles written in both English and Spanish by members of the FFI IberoAmerican Virtual Study Group.
Most businesses are cash guzzlers. They have liquidity cycles which usually define the remuneration structure — the way a family spends and lives its life.
Chinese business families are facing generational transitions, often subject to the curse of “wealth does not go beyond three generations.” In many of these entrepreneurial families, the business itself is a means to keep the entire family together.
Thanks to Iñigo Susaeta, general director of Arcano Family Office for his thoughts on the evolution of the family office in the Ibero-America region and how a movement toward more holistic models is emerging.
Iberoamerica ha sido en los últimos años una de las regiones de mayor crecimiento a nivel mundial gracias, entre otros factores, al buen hacer de sus empresarios y sus empresas.
Not many choose to be a professor, tax partner or an entrepreneur in their school essays querying aspirations.
The third feature this week is an audio interview with Adi Divgi on the topic of “collaborative procurement.” Adi is the president of EA Global – a single family office created in 2005. Interviewed by Practitioner editorial committee member, Kirby Rosplock.
In this issue, François M. de Visscher explores the concept of family enterprise partnering with family offices to defend their global market position or take advantage of growth opportunities.