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November 16, 2021

This is the final article in the planned series of four, in preparation for the 18th Campden Wealth European Families in Business Forum in Berlin, Germany on 30-31 March, 2022. My prior articles—written for successors—addressed in turn the issue of successor value and the support successor's need to put in place to smooth succession over time.

This is the final article in the planned series of four, in preparation for the 18th Campden Wealth European Families in Business Forum in Berlin, Germany on 30-31 March, 2022. My prior articles—written for successors—addressed in turn the issue of successor value and the support successor's need to put in place to smooth succession over time.

November 9, 2021

Agreeing on and abiding by a family constitution serves as the backbone for success for the leading Indian integrated logistics service provider V-Trans, owned and operated by the second-generation Shah family.

Agreeing on and abiding by a family constitution serves as the backbone for success for the leading Indian integrated logistics service provider V-Trans, owned and operated by the second-generation Shah family.

Mahendra Shah (pictured), group managing director and chief executive of V-Trans India Ltd, paid tribute to his late father and uncle as “the true entrepreneurs” who laid the foundation of the group based on ethics and values in 1958.

November 3, 2021

Family businesses often grow in an unstructured way, leading to a culture of informality. As a result, basic employment law documents can get overlooked and family members are not issued with employment contracts or subject to formal policies. This can leave the business exposed when issues arise as neither the business nor the family member have a ‘rule book’ to follow.

Family businesses often grow in an unstructured way, leading to a culture of informality. As a result, basic employment law documents can get overlooked and family members are not issued with employment contracts or subject to formal policies. This can leave the business exposed when issues arise as neither the business nor the family member have a ‘rule book’ to follow.

October 19, 2021

At a family business conference, several years ago, I had the good fortune to hear speak the senior family member and then president of the fourth generation Italian fashion house, Ermenegildo Zegna. In reply to a question on where he spent his time, he identified three areas of personal priority.

At a family business conference, several years ago, I had the good fortune to hear speak the senior family member and then president of the fourth generation Italian fashion house, Ermenegildo Zegna. In reply to a question on where he spent his time, he identified three areas of personal priority.

July 20, 2021

Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Why should a family business recruit non-family talent, and in particular a non-executive director (NED)? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Independent research commissioned by the Institute of Directors found that the NED contribution added value to the firm with most believing the NED role improved profitability.

June 21, 2021

When trying to establish cultural fit in your family office, you must first think about your own culture. Defining your own organisational beliefs and the ideal qualities the ideal hire might possess.

When trying to establish cultural fit in your family office, you must first think about your own culture. Defining your own organisational beliefs and the ideal qualities the ideal hire might possess.

It is important to look at the gaps missing in your current resources, not simply from an academic and skills perspective, but also exploring the likes of emotional intelligence (EQ), personality and diversity of thought.

May 7, 2021

Does it make sense to professionalise the management of my wealth (or that of my family), treating it in a manner comparable to how I treat my company or other businesses? In other words, should we create a family office?

Does it make sense to professionalise the management of my wealth (or that of my family), treating it in a manner comparable to how I treat my company or other businesses? In other words, should we create a family office?

January 18, 2021

Active ownership, or proxy and engagement, has experienced a growing role in investment practices in recent years. As the light continues to shine on the importance of responsible investing and the integration of environmental, social and governance (ESG) considerations, asset owners have a responsibility to better understand both the risk factors and potential return associated with the ownership of a company they invest in.

Active ownership, or proxy and engagement, has experienced a growing role in investment practices in recent years. As the light continues to shine on the importance of responsible investing and the integration of environmental, social and governance (ESG) considerations, asset owners have a responsibility to better understand the risk factors and potential return associated with the ownership of a company they invest in.

August 8, 2019

Single family offices looking to hire top talent from traditional banking and asset management corporations should appreciate that not all candidates suit working in a family office environment, according to a family office recruitment director.

Single family offices looking to hire top talent from traditional banking and asset management corporations should appreciate that not all candidates suit working in a family office environment, according to a family office recruitment director.

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