FOA White Paper - Single Family Office _ The Ultimate Wealth and Legacy Protector

Single Family Office:
The Ultimate Wealth
and Legacy Protector
WHITEPAPER
Author: Angelo J. Robles and Contributor: Arie Y. Levy-Cohen
Given growing global financial risks, families of
exceptional wealth with their own dedicated, properly
structured single family office stand the best chance of
preserving and expanding their wealth over generations.

The vast majority of the more than 56,500 families around the world with
net worth of $100 million and up and more than 16,500 with upwards
of $250 million1
have yet to create a single family office (SFO). Many
families understand that SFOs provide the ultimate in privacy, control and
customization. Their resistance to creating one often stems from a mistaken
belief that SFOs are exorbitantly expensive to operate than outsourced
investing and other services.
In fact, the costs of starting and running a family office—especially one that
primarily retains its own dedicated direct investment staff—can be much
lower than outsourcing to investment professionals/managers. The risks
and opportunity costs of not having a single family office, which could be
devastating to a family’s future wealth, dictate reconsideration of creating an
SFO.
This White Paper ascertains risks that today’s tumultuous global financial
markets pose for families of exceptional wealth and identifies the many ways a
properly structured SFO can best manage, if not mitigate, those risks.
ABSTRACT
© 2015 Family Office Association and Angelo J. Robles
1
WealthX’s “World Ultra Wealth Report 2014” https://www.private-banking-magazin.de/uploads/fm/1416410395.Wealth-X__UBS_World_Ultra_Wealth_Re-
port_2014_Final.pdf (Ac-cessed May 21, 2015.)
Family Office Association A R
2

Families of exceptional wealth, especially if at
the level of creating an SFO, are in the “stay
rich business.” Maintaining what they have
and ee ing ace it in ation nea nil no
and taxes requires building a moat around the
ca ital to otect it fi st and fo emost edge
risk, and protect purchasing power.
However, many wealthy families and their
advisors drastically underestimate risks that
could devastate their assets, especially as
they transition from matriarch/patriarch to the
wave of generations to come. Six of the most
perilous risks are:
Forgetting They Are in the “Stay Rich”
Business
Over time, investments in fragmented,
uncoordinated, vehicles and structures laden
with fees and without regard to taxes will have
a wealth siphoning effect. When a family of
e ce tional ealt t sts ot e s o tside s
to invest in what they as wealth owners
t ly don t nde stand con icts and lac of
alignment of interests often result.
Lack of Transparency
The point of an SFO is to completely and
totally a e cont ol of t e family finances and
other affairs. When the family doesn’t know
what it owns, it cannot have true control. In
times of turmoil, lack of transparency results in
irrational decisions.
Cyber Threats
Former U.S. Secretary of State Condoleeza
Rice, currently a political science professor
at Stanford University and senior fellow at
the Hoover Institution, told attendees of
y idge Alte nati es A 2015 t at t e
biggest global threat today is cyber security2
.
Recent breeches of hundreds of thousands of
customer account and personal information by
a top manager at Morgan Stanley, plus hacks
into SONY and other major corporations’
customer databases, indicate the seriousness
of this threat.
Sovereign Exposure
Financial markets are subject to cycles, which
history has shown will continue to occur
indefinitely. n a o st case scena io it may
be a matter of if, not when, investors can
reclaim what they own. Every asset class is
at risk to the extent of where in the cycle it
may be. Exposure as well as “asset location”
affects the family strategy around generational
transition, taxes, asset protection, political
t moil systemic financial fail es and e en
natural disasters. The institutions where
cash is on deposit, the nations that issue
the currency and the debt against which its
issued, marketable securities, as well as real
assets such as jewelry, art, coins and precious
metals could become subject to cyclical
variations and sudden, unexpected shocks.
RISKS TO RICHES
2
SALT is the largest hedge-fund / alternatives conference in the world.
3

Lack of Tax Planning
ac of com etent and oacti e ta
planning devastates investment gains and
generational transition. A direct investing
family office allo s nea com lete cont ol
over the investment tax picture and potential
for superior generational transition planning.
Wealth owners should make it clear to their
family office t at oacti e ta lanning
ranks in importance as high as investment
management.
Asset Ownership
The strategic choice of which family entities
and legal structures will own assets is woefully
overlooked. It’s important to consider what is
best owned onshore, offshore, through a trust,
st ct e co o ation o limited liability
com any etc. n ot e o ds it s not
eno g to no at one o ns as disc ssed
ea lie no ing how one should own various
assets will impact asset protection, taxes and
privacy.
A related reality, which is also poorly
understood by the vast majority of
even exceptionally wealthy families, is
rehypothecation ic allo s b o e age fi ms
to hold public securities such as equities—that
they purchase on investors’ behalf through
i e o ses in st eet name a a an omnib s
acco nt . n ot e o ds t e di ect o ne
of that security is not the investor, who only
has a ledger entry legal agreement with the
b o e age fi m t at. e act al o ne of t e
sec ity is t e b o e age fi m ic olds it
for the investor in “street name.”
The United States’ constitutionally protected
property rights do not shield owners of
public securities from margin risk due to
rehypothecation. There are many legal
repercussions, but the ownership issue alone
s fficiently stifies lacing assets inside
fi ms t at ens e yo assets a e titled and
owned by you: not the street name. The
impact custody can impose on property rights
makes it imperative to diversify the underlying
custodians of securities by institution, by
jurisdiction and by currency. For instance, wire
houses are permitted to use shares owned
by a client as collateral, even for the banks’
own proprietary trading. This could, at times,
es lt in a con ict and in some cases to t e
b ea ing of seg egation les t is is at
brought down MF Global and many of its
clients . n esto s can in some cases e est
that rehypothecation be disallowed in their
account. Better still, use a delivery-versus-
ayment acco nt and send t e ysical
securities to a custodian of choice.
RISKS TO RICHES
4

These six high wealth hazards can be
monitored and mitigated to a large extent by
a dedicated internal team with experience
in global finance cybe sec ity and ta
planning, to keep careful watch on geo-
olitical and financial t eats t at can
jeopardize the family’s assets. That team is
called a single family office.
Those who already have an SFO in place
a e among t e mino ity of a ified ealt y
families that has acted to protect their assets
for current and rising generations. However,
just having an SFO does not guarantee it will
be successful at safeguarding the families’
interests. The majority of SFOs are vulnerable
to one o mo e st ct al inefficiencies t at
can undermine even their best planning
efforts:
Culture, then Structure
ete c e e o tedly said lt e eats
strategy for breakfast.” No matter how brilliant
an organizational structure, it is often quickly
and irreversibly undermined by wholesale
failures of the cultural capacity, engagement or
alignment of the vast majority of those who are
supposedly being led.
Matt Wesley, founder of the wealth
management fi m e esley o ecently
asserted in his blog post, “culture eats
structure for breakfast.”3
He explains, “Trusts
fail and litigation ensues. Family behavior
ndoes financial lans. a st ategies sit
on the shelf because of lack of political will.
Family feuds destroy otherwise healthy
businesses. And the structural work of family
governance specialists is a hollow shell that
does not begin to address the family dynamics
that, as it were, stand back, smirk, and then
eviscerate all of this good work.”
The SFO not only must have the right people
who thoroughly understand the family’s
culture and have the right information to make
intelligent decisions. e best family offices
are built around the owning family’s vision and
values about generational wealth and legacy.
They also make sure that required structures
e ect t e family s c lt e in o de fo t e FO
to serve and thrive across generations.
One of t e fi st c lt al conce ns fo t e FO
to understand is, what is the wealth for? The
wealth creator and his or her family need to
define and comm nicate t ei al es ision
and the legacy they want to leave. Good
governance at the family level will guide
them to draft a family mission and a family
constitution, and develop a board or council
that will address issues such as generational
planning for all ages. Many families lack
structural policies and procedures and fail to
follow best practices that can mitigate risk and
leverage what’s available to them.
When the SFO is not built around the family’s
culture, the talent will have no direction,
generational leadership or consistent
message.
SFO SOLUTIONS
3
“Culture Does Indeed Eat Structure for Breakfast,” Family Wealth blog post Dec. 1, 2014 (http://www.thewesleygroup.com/blog/?p=609). Accessed 20 May
2015.
5

Direct versus Allocation Investment
Models
On the investment side, there are two types
family offices allocators that take endowment
model and allocate investments to outside
managers, and direct investors.
The vast majority of SFOs are allocators:
who scour the landscape for best in breed
managers from long only, to hedge funds,
private equity funds and venture funds. Wealth
owners often greatly underestimate the cost
of being an allocato fees and net of ta es
et ns . n today s blic ma ets t e e is
less need for wealthy investors to settle for the
underperformance of many active managers
a tic la ly alte nati e manage s om
As by on and aniel adle efe to as
“fee machines.” These fee machines enable—
in fact, invite—investors to challenge the
model of outsourced investment managers,
e lain on and adle e ec ti e di ecto
of the Global Projects Center at Stanford
ni e sity and di ecto of esea c fo financial
technology at Stanford University’s School
of nginee ing es ecti ely in t ei ecent
Institutional Investor article4
e ig ly
ecommend eading t e com lete iece .
With the direct investment model, the SFO
sources and invests directly in public and
private securities, as well as other investments
s c as eal estate and of co se cas
inst ments . e family t at di ectly in ests
completely, will unequivocally know what it
o ns t ans a ency and ac ie e g eate
privacy, security, fee clarity, and far greater
ta cont ol. i ect in esting enables t e
family to understand and control its liquidity
and its ability to make internal direct hedging
decisions based on these holdings. These
a e significant ad antages. i ect in esting in
private companies is admittedly more complex
than other assets to execute in terms of
internal talent, resources and capital, but their
benefits can e ceed t ei c allenges.
Even the best-of-breed outsourced managers
ill inc easingly find it to g to stify t ei
cost, as “technology has reached a tipping
oint in finance insist on and adle . ey
note sma t financial inte media ies a e sed
technology in the past few decades to obtain
higher ‘rents’ and reinforce their competitive
advantage within uncompetitive markets.
… Indeed, to access the most powerful
technologies, institutional investors and others
family offices a e ad to o it t e most
expensive gatekeepers.”
That model is morphing, to the disadvantage
of all t eet fi ms and t e ad antage of
in esto s. O e t e ast 0 yea s say on
and Nadler, “advances in technology have
se ed to em o e financial inte media ies.
Going forward, technology may threaten
their existence. It means the private club
of edge f nds ic yo a ily aid 2
and 20 to oin on t be as e cl si e as it
used to be. It means the mythical ‘black
box’ that some asset managers use to drive
outperformance—and reinforce their own
market power—will be democratized. It
means we will see a gradual emancipation of
allocators from high cost intermediaries and
a dramatic move on the part of institutional
in esto s to a d m c mo e e ible and
affordable technology companies.”
SFO SOLUTIONS
4
“The Rise of the Tech Model May Soon Make You Obsolete,” Institutional Investor, March 25, 2015
http://www.institutionalinvestor.com/Article/3439375/Asset-Management/The-Rise-of-the-Tech-Model-May-Soon-Make-You-Obsolete.html?ArticleId=34393
75&LS=EMS1150282&single=true#.VV4jLmDtJjE
(Accessed May 21, 2015.)
6

Monk and Nadler also note that the
con e gence of tec nology A and fintec
entrepreneurs that are disrupting old models,
now enable SFOs as never before to “match”
in esto s it e y s ecific deals. o cing
deals is of course only part of the equation.
iligence on i ate com anies and t e
complexity, time and capital needed to go from
interest to investment is far more complex
than buying public securities. Many deals an
SFO spends time and diligence capital on,
however, may not close, of course. Even when
invested, private company transactions require
constant servicing.
Monk and Nadler also note that the
con e gence of tec nology A and fintec
entrepreneurs that are disrupting old models,
now enable SFOs as never before to “match”
in esto s it e y s ecific deals. o cing
deals is of course only part of the equation.
iligence on i ate com anies and t e
complexity, time and capital needed to go from
interest to investment is far more complex
than buying public securities. Many deals an
SFO spends time and diligence capital on,
however, may not close, of course. Even when
invested, private company transactions require
constant servicing.
Another trend that will mitigate the complexity
and cost of direct investment is the explosion
of interest among SFOs to band together to do
“club deals.” Participating SFOs in club deals
share the tasks and costs of scouring the
world for opportunities, as well as diligence
and service. The collective approach of
multiple SFOs sharing the vetting, co-investing
and servicing of private investments can be
very valuable. Underlying families behind
the SFO, especially those newer to wealth
afte e iting a s ecific ind st y can b ing
connections and e e tise in s ecific e ticals
by combining the knowledge and resources of
a variety of families into a collaborative effort.
Investing in private companies through
private equity funds is another way to gain
e os e to t e inefficiencies and encefo t
opportunities in the private markets. PE funds
also may have opportunities to invest with
more diversity in its portfolio of companies
than a family doing one-off transactions.
es ite t e effects of t e common 2 20
com ensation model see belo and t e
other limitations through funds, wise SFOs
explore and understand all their options.
SFO SOLUTIONS
7

Aligning Family and SFO Interests
Families often fail to align their interests
with incentives for their SFO executives.
Executives simply follow their orders and
mandates that the family gives them. It’s up to
t e family to set t e c lt e in t e family office
put governance and structures in place and
provide an environment with resources and
technology for the talent to do their job.
Especially at the CIO level, compensation
and bonuses are often tied to gross
returns. Instead, motivating top talent to
be dedicated to your family legacy and
gene ational finances e i es o iding
incentives to minimize taxes and maximize
the true net return. While not the norm, smart
compensation must also incentivize the CEO/
CIO to achieve hedging, jurisdictional diversity,
and proper asset location and allocation. This
is not something to do on the “cheap.” Base
ay bon s and benefits fo to tie talent m st
be competitive. This is best accomplished
in coordination with a compensation expert
dedicated to and experienced in SFOs.
Hedging: Against Political Turmoil,
Systemic Financial Crises and Natural
Disasters
A well rounded plan for a family of great
resources must include a plan to hedge and
manage generational risks. Global banks,
wire houses and custodians all play relevant
and important roles for the wealthiest families.
It is worthwhile to keep relationships with
m lti le to tie financial instit tions as yo
net worth permits. The wealthiest families
should explore country and institutional
di e sification. e . . anada ayman
Bahamas, Uruguay, Switzerland, Singapore,
bai ong ong o ay and A st alia may
all make fair choices depending on the needs
and exposure of each family.
Foundational holdings among many of the
world’s largest and most savvy generational
families include income producing private
b sinesses o o t nistic in land ag ic lt e
ate and ene gy eal estate and eal assets.
Certain real assets, such as gold, art, jewelry
and land, may be limited as pure investments,
yet offe e cellent ma et edges if di ectly
o ned . c edges can otect assets and
purchasing power. Therefore, an exceptionally
af ent family s o ld not be diss aded f om
direct investment in these assets even though
they may place a drag on income and perhaps
short term asset appreciation.
as and ma etable sec ities blic
e ities and fi ed income a e also
foundational holdings for families of
exceptional wealth. Surely U.S. capital
ma ets ill benefit g eatly f om t e ig t
away from sovereign debt, which in turn
ill ca se e en mo e ca ital to o into
t e o and asda lacing mo e
pressure still on the Fed to raise rates. As
U.S. rates rise, America’s cost to borrow will,
of course, increase. However, cash is still
king and the U.S. dollar is still the ultimate
c ency to o n as blic secto confidence
ebbs in other regions. The euro and the yen
will face tremendous challenges as will all
currencies directly or indirectly pegged to the
dollar, which is rising hard. This will snap all
pegs, resulting in dramatic currency value
s ings a in to en t e iss F anc F
decoupled from the euro. More of this is sure
to come to a jurisdiction near you.
SFO SOLUTIONS
8

Given the many serious risks to riches and
the ability of SFO professionals to devise
and implement solid solutions, exceptionally
wealthy families, with so much to lose, would
be wise to consider creating their own family
office.
Contrary to their resistance, based on a
misperception about the cost of developing
and running an SFO, many fail to understand
that investment advisory/consultant and third
a ty manage fees in ce tain long only f nds
and all near alternative funds, performance
fees a e often fa ig e t an t e cost
of building and running a direct investing
SFO. In fact, an outsourced investment
advisory, coupled with an endowment model
of choosing active managers and heavy
exposure to alternative managers, can be very
expensive net of fees and taxes.
et s do t e mat . n estment cons lting
com anies ty ically c a ge 0 basis oints
b s e yea . Fo a family it 500 million to
in est t at comes to 2 million a yea lea ing
million to in est. c cons ltancies a e
likely to recommend investing your money in
hedge funds, private equity funds and venture
ca ital f nds t at fold in anot e significant
laye of costs no n as 2 20
Costs: SFOs vs. Allocation
2 e esents f nd management e enses at t e end of 12 mont s based
on net assets in ested million l s a y ot etical 10 et n .
million ic comes to 5 . million. e efo e t e 2 management
e enses come to 10. 5 million.
20 e esents e fo mance s ccess fees is based on assets net of t e 0
basis oint cons lting fee million l s 10 g o t . million
min s 2 management e enses 10. million
. million . million 5 . million
5 . million 10. million 5 . million
5 . million 20 10. million
+
-
x
=
=
=
10. million 10. million 21. millionx =
Fo t e 500 million net o t family t e 2 20 fees o ld come to anot e
combined 21. million ass ming 10 g oss in estment et ns
assets net of 0 basis
oint cons ltancy fee
10 g o t
2 management
e enses
e fo mance fee
9

Table 1 esents fees fo families it 100 million 250 million 500 million and 1 billion in
gross assets, rounded to the nearest decimal point.
* Net assets = investable assets minus 40 bp consultancy fee, plus growth after one year
** Assumes a hypothetical 10% return on year end assets, less 2% management expenses
(debited end of year. Many funds debit quarterly)
Table 1: Annual Consultancy and Investment Fees
INVESTABLE ASSETS
10

n com a ison a g eat FO it to talent may cost bet een . 5 million and .05 million a
year.
Table 2: Annual Salary/Bonus Ranges for SFO Executives
11

Psychologically, it may feel harder to pay SFO
executives and employees than to pay fees for
investment consultants, advisors and funds.
That’s because with the SFO the family pays
salaries and bonuses directly from the family’s
accounts, in most cases, so it feels more
personal, while consultancy fees are often
debited from a custodial account set up by
the family and fund fees and performance are
debited directly by the fund.
Another factor that has inhibited many families
of exceptional wealth from organizing an SFO
is the fear from their current advisor network,
which may feel threatened by the buffer
between them and the family of an SFO.
Investment advisors of all stripes are painfully
a a e of o fintec and A a e dis ted
the brokerage industry by disintermediation.
Individual investors and SFOs no longer need
middlemen as frequently as in the past to
research opportunities and make investments
directly.
12

There has never been a better time for the
wealthiest families to create an SFO—or for
families it an e isting FO to e ect and
possibly reorganize.
No bank or outsourced provider can innovate,
collabo ate o o is as ell as a ne e a
family office t at is st eamlined and efficient
deeply rooted in the family’s culture, serving
an empowered family that works to inspire
its talent. There has never been a better time
for the wealthiest families to create an SFO,
o fo e isting families it an FO to e ect
and possibly reorganize based on emerging
trends.
The stakes are high, as many families could
lose their wealth as they transition to future
gene ations. e Family Office Association
FOA is e e to el ne and e isting
members keep abreast of developments in
t e o ld of family offices and de elo t e
ig t c lt e fit leade s i talent st ct es
and technology to navigate such risks most
effectively.
IN PARTING
13

Angelo J. Robles
Angelo J. Robles is Fo nde and O of t e een ic onnectic t based Family Office
Association FOA a global membe s i o gani ation t at deli e s i ate ed cational and
networking opportunities, proprietary research, and access to salient thought leadership to
m lti le gene ations of ealt y families and t e ofessionals o n t ei single family offices.
A membe of t e inceton o ncil on Family Offices . Robles as a long eco d of leade s i
ositions at to financial se ice com anies incl ding . efo e la nc ing FOA e fo nded
and ran several successful entrepreneurial ventures: He served as President of the New
England chapter of the Hedge Fund Association, and pioneered online retirement planning for
Fo t ne 1000 e ec ti es it t o nte net sta t s 01 Rollo e .com and RARollo e s.com.
n FOA . Robles as c eated a eso ce ni e in t e family office o ld a font of een
insights into strategic investing delivered personally by some of the world’s top investors coupled
it se ings of t o g t leade s i ty ically confined to gat e ings li e o ld conomic Fo m
and the Milken Institute Global Conference. It’s a mix that avails his members of many of the
o ld s s a est minds f om a id R benstein o Fo nde and o O of e a lyle o
to ay al o Fo nde ete iel f om James anos Fo nde and esident of yni os
Associates to is bo n alte O ien a scientist so ital to t e f t e of a tificial intelligence
that the U.S. fast-tracked his visa application the way it did for Albert Einstein.
o g t is agg egation of many of t e o ld s finest t in e s and doe s . Robles offe s
is membe s an en iable loo into t e f t e of global b siness and finance ealt and social
trends, technology, and philanthropic opportunities most likely to make an impact. And all to
advance interests unique to wealthy families and the professionals who serve them: wealth
protection and growth, philanthropic impact, and the use of technology to address concerns
ac oss t e boa d financial legal and social.
Mr. Robles has appeared on Bloomberg Television and Radio, and has been quoted in the Wall
Street Journal, Thompson Reuters, Institutional Investor, Opalesque, Registered Rep, HFM
ee n estment e s e a edge e y nstit te i ate Asset anagement and
many other media outlets.
Author
14

Arie Y. Levy-Cohen
. e y o en is a t o g t leade in t e field of ealt ese ation and tail is ositioning of
in estment o tfolios and mo e ecently since 2010 in t e itcoin bloc c ain s ace. A ie sta ted
his career as an international entrepreneur based out of Barbados and later moved to New York
e e as a ent e a italist e a tici ated in t e eme gence of t e nte net. e late o ed
as a private banker in Zurich Switzerland where he honed the skills that ultimately landed him
at Morgan Stanley, where he acted as Financial Advisor, International Client Advisor and Private
an e nning bot e e y afen o and e O o .
As a dual licensed Financial Advisor formerly working for both Morgan Stanley Wealth
Management and the Morgan Stanley Private Bank N.A., Arie serviced institutional and ultra
ig net o t clients foc sing c stody of all m lti c ency fiat c ency oldings t o g
its Wealth Management Global Currency Platform, Precious Metals services through the MS
Commodity and Precious Metals desk in addition to all value added services available to
institutional wealth management clients.
In his role at Morgan Stanley, he also served as an investment advisor to a number of think
tanks, incubator groups, venture capital funds, business development companies, private
e ity ent es single family offices. o e ecently . e y o en as been most inte ested
in identity management and security as it applies to Wealth Management and has been
instrumental in the shaping of several digital currency enterprises based in New York, including
a non ofit leading ca ital ma ets team of ofessional ee s.
ently A ie is e lo ing dist ib ted ledge a lications and se cases fo global financial
se ices fi ms ilst ee ing to is oots in nt l an ing ealt anagement ecio s
etals. it access to a ig ly alified team of Fin ec and y to ofessionals A ie s
extended focus will center around Identity and Cryptographic Security.
Contributor
15

The Family Office Association (FOA) is an affinity group dedicated primarily to the interests of
Single Family Offices. FOA is intended to provide members with educational information and a
forum in which to exchange information of mutual interest. FOA does not participate in the offer,
sale or distribution of any securities nor does it provide investment advice. Further, FOA does
not provide tax, legal or financial advice.
Materials distributed by FOA are provided for informational purposes only and shall not be
construed to be a recommendation to buy or sell securities or a recommendation to retain the
services of any investment adviser or other professional adviser. The identification or listing
of products, services, links or other information does not constitute or imply any warranty,
endorsement, guaranty, sponsorship, affiliation or recommendation by FOA. Any investment
decisions you may make on the basis of any information provided by FOA is your sole
responsibility.
The FOA logo and all related product and service names, designs, and slogans are the
trademarks or service marks of Family Office Association. All other product and service
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the intellectual property rights of FOA or its contributors remain the property of FOA or such
contributor, as the case may be, such rights may be protected by United States and international
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The information presented by FOA has been obtained by FOA from sources it believes
are reliable. However, FOA does not guarantee the accuracy or completeness of any such
information. All of such information has been prepared and provided solely for general
informational purposes and is not intended as user specific advice.
Disclaimer
16

To learn more about FOA contact:
Angelo J. Robles of Family Office Association
20 5 0 2 . angelo familyofficeassociation.com
Family Office Association
500 est tnam A en e ite 00
een ic onnectic t 0 0
. familyofficeassociation.com

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