Family Office Consulting
A family office should reflect the family it serves. Jennifer Strom helps families define its purpose, determine what support they need, and create governance that keeps the office accountable to shared priorities.
The work may begin as a family considers establishing an office, separating family services from an operating business, or evaluating whether an existing arrangement still fits. A liquidity event, generational transition, or growing differences in family expectations can make these questions more urgent.
Define the purpose before choosing the structure
Families may agree that they need more coordination while holding different views about what an office should do. Jennifer helps family members articulate a shared mission and identify the needs the office is expected to meet, including how it should support education, philanthropy, and participation across generations.
Determine what belongs inside the office
The right arrangement may combine internal staff and outside providers. Jennifer helps families clarify their priorities and evaluate the implications of different approaches with the relevant specialists. The discussion considers service expectations, coordination, privacy, and how the arrangement can evolve as the family changes.
Clarify authority and accountability
An office needs clear direction about whom it serves, how priorities are set, and which decisions belong to family members, trustees, office leadership, or outside advisors. Jennifer helps establish the forums and expectations needed to make those relationships work.
Support the family across generations
As an office serves more households and generations, expectations can diverge. Jennifer helps families consider how information is shared, how family members participate, and what education supports responsible engagement with wealth and the office.
Questions the work can address
- What is our family office’s mission, and whom should it serve?
- Which needs should be met internally, and which should be outsourced?
- How should family members communicate requests and concerns?
- Who sets priorities and reviews the office’s effectiveness?
- How should the office evolve as the family and its wealth change?
What an engagement may produce
Depending on the agreed scope, deliverables may include a family office mission, a summary of family needs and service priorities, a comparison of organizational options, a governance and accountability framework, and a staged implementation roadmap.
How the work begins
An assessment may include interviews with family members, office leadership, and advisors, and a review of the current arrangement. A facilitated discussion helps the family agree on priorities. Subsequent work is sequenced around the decisions needed to put the chosen direction into practice.