Established Single Family Offices
Particularly lean structures seeking institutional-quality governance without continuously expanding the internal investment team.
Independent governance for family capital.
WHY IFCG
Complex capital does not always need more providers. It needs clearer governance. As family capital grows across banks, managers, private markets, direct investments and jurisdictions, the review often shifts from access to oversight. Each provider may be capable within its own mandate while no single party independently owns the governance of the whole architecture on the Principal’s behalf. IFCG provides that owner-side perspective: defining governance expectations, reviewing providers and proposals, clarifying decision rights, surfacing conflicts and preserving institutional memory.
Independence where independence matters.
A private bank has a role. An OCIO has a role. A custodian has a role.
IFCG’s role is to help the Principal determine whether the overall architecture remains appropriate and accountable.
WHO WE ADVISE
Designed for substantial family and long-horizon capital where governance complexity has outgrown informal oversight.
New & Evolving Family Offices
Families formalising governance as capital, providers, jurisdictions and next-generation participation become more complex.
Cross-Border & Multi-Provider Family Capital
Families using several banks, managers, custodians or an OCIO where no single provider can objectively assess the entire architecture.
Foundations, Endowments & Long-Horizon Capital
Board/committee-governed pools requiring fiduciary discipline but not necessarily a large internal investment team.
Investment Governance
Objectives, policy architecture, decision rights, investment committee effectiveness, liquidity and total-capital oversight.
Provider Oversight
Independent review of appointed investment and wealth providers, with a focus on alignment, governance effectiveness, transparency, conflicts, economics and accountability.
Principal Decision Advisory
Independent advice and perspective around material allocations, provider changes, illiquid commitments, leverage, liquidity events and other significant capital decisions.
Governance Continuity
Decision records, conflict governance, provider remediation, periodic governance review and institutional memory.
FOUNDER –
Senior accountability at the point of advice.
IFCG was established from a simple observation: as family capital becomes more complex, adding more investment providers does not necessarily create better governance.
The firm brings together more than two decades of financial-services experience, including long-standing work with UHNW families and family-office relationships, with institutional investment and governance disciplines.
The founder’s role is not to replace the CIO, OCIO, private banks or specialist managers. It is to provide the Principal with an independent perspective across the architecture surrounding the capital — bringing greater clarity, consistency and continuity to its governance.
Ready to work with a partner who is fully aligned with you?
Initial discussions focus on how the capital is currently governed, where authority sits, how providers are overseen and which decisions are creating the greatest governance pressure.