Family-Office Governance
Turning your family's long-term goals into a governance system that keeps running
Family affairs are a living system, not a one-off plan. 迪爾戴姆 begins with a lightweight structure—governance framework first, run on an annual cycle—helping you define your family's long-term goals, establish a governance charter and an annual governance process, and coordinate the tax, legal and accounting modules—so decisions settle into a system rather than resting on any single person. As entity and staffing conditions mature, the structure is built out in line with the substance requirements of your jurisdiction.
Who it's for
- Families whose assets and affairs span multiple jurisdictions: in need of one unified long-term decision centre
- First-generation founders facing succession: hoping to pass on not just assets, but decision-making order
- Families who already have several advisers: what's missing isn't experts, but someone to orchestrate the experts
How we work
- 1
Defining Goals
Through workshops with core family members, we turn 'the future you want' into written long-term goals and priorities.
- 2
Governance Design
We design the decision-making mechanism, delegation boundaries and family charter—clarifying who decides what, and how.
- 3
Building the Modules
As needed, we select and engage tax, legal, accounting and insurance firms, defining the contractual boundary of each.
- 4
Running Annually
We run on an annual governance rhythm: regular meetings, updates to the risk map, and dedicated handling of major matters.
- Long-term family goals and governance charter (written)
- Cross-jurisdiction risk map with annual updates
- Selection and coordination of a network of professional firms
- Annual governance meetings and records of matters advanced
- An overview of family members' identity and residency
- The overall outline of assets and affairs (deepening step by step, to the extent you're willing to disclose)
Frequently asked questions
How large do my assets need to be for this to fit?
The threshold isn't asset size but complexity: once family members, assets or businesses span more than two jurisdictions, the cost of coordination exceeds what a single adviser can handle, and the value of a governance framework begins to show. An initial conversation can help you judge whether you've reached that stage.
How is this different from a private bank's family-office service?
A private bank's family office is usually centred on its own financial products; we sell no financial products at all and stand only on your side—governance design and firm selection are anchored solely to your family's goals. That is the fundamental difference independence makes.
Interested in Family-Office Governance?
Tell us about your situation, and we'll help you map the pathway, clarify what's needed and set out the next step.