Building a Family Office from the ground up
I established the office and organised a team of more than 50.
−20%operating costs
−30%the principal’s administrative workload
≈2×faster contract processing
Head of Family Office& Chief of Staff
I turn your priorities into action and results.
I lead the principal’s Family Office and key projects. I take ownership of complex matters from the outset, working through the details and coordinating the team and advisers until the work is complete.
The principal stays informed and is involved when a decision requires their personal judgement.
14 years working directly with business owners and private families.
Discuss your priorities
WORKING DIRECTLY WITH THE PRINCIPAL
When you need one person
to take responsibility.
- 01
You need to establish a Family Office from the ground up.
- 02
You have a team, but day-to-day matters still demand your constant involvement.
- 03
The principal’s decisions have been made, but implementation stalls between executives and departments.
- 04
Residences and projects in several countries need coordinated oversight.
You can entrust a complex matter in full — together with accountability for the outcome.
HOW I CAN HELP
Areas of
practice.
01Family Office establishment & launch
An operational office: team, authority, processes and reporting.
Family Office establishment & launch
An operational office: team, authority, processes and reporting.
I structure the Family Office around the family’s needs, covering the team, residences, private projects, budget oversight and work with advisers. I define decision-making authority, responsibilities and reporting.
I personally lead the launch, set recruitment requirements and work with the recruiter, making hiring decisions within the agreed mandate. I put processes in place and hand responsibilities over to the team.
02Family Office review & restructuring
Review findings, priorities for change and an implementation plan.
Family Office review & restructuring
Review findings, priorities for change and an implementation plan.
I assess the structure, team, expenditure and processes, identifying what works and where delays, unnecessary costs or gaps in accountability arise.
I personally lead implementation of the agreed plan, clarifying responsibilities, improving processes and introducing digital tools to track tasks and projects.
03Chief of Staff for the principal’s business
Delivery of business priorities and coordination of executives.
Chief of Staff for the principal’s business
Delivery of business priorities and coordination of executives.
I organise the implementation of the principal’s decisions: align priorities with executives, define responsibilities and deadlines, and remove obstacles to collaboration across departments.
The principal has a clear view of progress and is alerted to significant risks early. When their decision is required, I present options, assess their costs and implications, and provide a reasoned recommendation.
04Interim leadership & ongoing support
Leadership through transition and a clear handover.
Interim leadership & ongoing support
Leadership through transition and a clear handover.
I lead the Family Office during its launch, restructuring or a change of leadership. I personally implement changes and manage the team’s day-to-day work.
I prepare the permanent leader to take over, with established processes, clear staff responsibilities and up-to-date information on projects and outstanding matters. I remain available to advise the principal where needed.
Investment decisions, legal opinions and tax advice remain with the relevant specialists. I coordinate their work and the implementation of agreed actions.
SELECTED EXPERIENCE
Experience
& results.
14
years working directly with business owners and private families
Family Office restructuring & digitalisation
Experience in GenevaIn my independent consulting practice, I assessed Family Office structures and processes, identified priorities for change and supported implementation.
In my work as Chief of Staff, I clarified the authority of the team and external advisers, assigned responsibilities, established reporting and introduced a digital system to track tasks and projects, with deadlines and status updates.
Day-to-day matters were resolved within the office. The principal had a clear view of progress without needing to personally coordinate the team and advisers.
Private aviation optimisation
−30%private aviation operating costs
I renegotiated supplier terms and streamlined aviation operations.
Client identities and project details remain confidential. A professional biography and references are available on request during a private discussion.
Let’s discuss
your priorities.
Briefly describe your situation and the responsibilities you would like to delegate.
For projects, advisory engagements and confidential discussions about executive roles.