ViewPoint

Conferences play a central role in the family office world and I should know, I have attended most if not all of them
Fifty years ago, President Richard Nixon had a problem. His first of many.  The US economy was still groggy as the US involvement in the Vietnam War was ending.
It has happened so slowly you may not have noticed, but the public markets are in something of a crisis
Since the outbreak of coronavirus and the effective shutdown of the economy, there has been an intense amount of scrutiny – from the media and the public – on private and family wealth. 
We like to think we can see the future, but it ain’t necessarily so. Hedging strategies can deal with uncertainty rather better. But a resilient approach to managing a family business works best of all.
Family businesses are facing organisational challenges, as never before. If anything, the pressures are set to intensify, making many of them less resilient, and less relevant, in the 21st century
In my previous ViewPoint, I highlighted the crucial test that the COVID-19 crisis poses for the values and purpose of business-owning families
Risk appetites have largely evaporated as families are starting to question the validity of a direct investing model which saw them paying over-the-odds for investments they are now propping up
It’s often said that when a storm comes, some people build windmills – and others build walls. Th
Too few family office executives make adequate contingency plans to find their next job in the sector
Not content with doing its worst to humanity, coronavirus is infecting the capital markets, due to fear of its impact and attempts by traders to profit from the situation