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Qatar Tribune
27-05-2025
- Business
- Qatar Tribune
QFC, Campden partner to boost family businesses
Tribune News Network Doha The Qatar Financial Centre (QFC), a leading onshore financial and business hub in the region, partnered with Campden Wealth, a global membership organisation for families of significant wealth, to host the Qatar Family Office Showcase at The Ned, Doha. This high-level event convened family offices, high-net-worth individuals, international investors, and prominent families to explore opportunities in wealth management, with a particular focus on family businesses in Qatar. QFC Chief Executive Officer Yousuf Mohamed Al Jaida emphasised the significance of the gathering, stating, 'We are witnessing an unprecedented generational wealth transfer, with over $84 trillion set to change hands in the coming decades. This shift is prompting families of significant wealth to re-evaluate how they manage, preserve, and grow their assets across generations. Family offices have emerged as a trusted and strategic model to navigate this complexity, and with global assets under management expected to exceed $5 trillion by 2030, their relevance is only accelerating. At QFC, we are proud to support this transformation and position Qatar as a leading hub for wealth stewardship in the region and beyond.' Campden Wealth CEO Dominic Samuelson said, 'The showcase brought together international family business owners and family office principals with regional and local families to share insights and experiences, lay the ground for generational relationships, and inform on the benefits and opportunities for establishing a family office structure in Doha, Qatar.' A cornerstone of the programme was the panel session titled 'From Vision to Reality: Qatar's Ecosystem for Families & Investors' moderated by Al-Jaida and featuring Invest Qatar CEO Sheikh Ali Al Waleed bin Khalifa Al Thani and Vice Chairman of Nasser Bin Khaled & Sons Group Sheikha Hanadi Al Thani. The discussion offered valuable insights into how Qatar's investment environment, cultural foundations, and public-private collaboration are creating a robust ecosystem for multigenerational family businesses and international investors alike. Throughout the day, participants took part in expert-led workshops focused on practical topics including Tax & Regulatory Regimes, Structuring for Wealth Preservation, Trusts and Foundations, and Succession Planning. Distinguished speakers from organisations such as Invest Qatar, Nasser Bin Khaled & Sons Group, PWC, Charles Russell Speechleys, FFF International, and JTC group provided insights on how families can effectively navigate global trends, anchoring their strategies within the framework of Qatar's robust regulatory and business ecosystem.
Yahoo
15-04-2025
- Business
- Yahoo
Europe's billionaires—who pay their family office CEOs $370,000 a year—are worried they can't find the talent to manage their fortunes
Europe's ultra-high-net-worth families are moving fast to get their affairs in order ahead of the Great Wealth Transfer, but the biggest challenge to handing over their fortunes is an apparent lack of available workers keen to take a pay cut to manage their billions. A report by HSBC Global Private Banking and Campden Wealth looked at the state of European family offices, surveying 101 offices that accounted for $136 billion in combined wealth. Ensuring strong returns and learning how to roll out generative AI were key concerns from those families. The biggest obstacle, however, is finding suitable people to manage their fortunes. More than a third (36%) of wealthy respondents to the survey said there was a limited pool of available talent with the appropriate personal skills to manage their estates. Just under a third (32%) said they struggled to find leaders with suitable interpersonal skills. Operating a family office can be a lucrative gig. The research shows the best-paid CEOs at family offices rake in $500,000 (€476,000) a year, though the average is $288,000 (€274,600). While attractive, the figures don't compare favorably with other investment jobs at a similar level. Executive search firm Heidrick & Struggles found the average salary for private equity-backed CEOs was $447,000 (€426,000). Meanwhile, the lowest-paid family office CEOs only earn around $120,000 (€114,000) a year. Looking deeper into the figures, families with more than a billion dollars in assets pay their CEOs on average just $370,000 (€353,000) a year in base salary, with an 88% bonus. The baseline figure represents less than 0.037% of those families' fortunes. For family members, the figure is lower, as it is for CEOs of family offices worth less than $500 million. In a bid to attract talent, the report says, family offices are turning to added incentives to get the best talent on board. Most offer a discretionary performance bonus, while a minority co-investment opportunities or a share of generated profits. Family offices have historically used prestige to recruit leaders, who are also lured in by their smaller setup. They are typically in the single digits of employees, allowing each worker to have a defined impact. They also tended to attract heirs keen to carry their legacy. However, there are fears these factors don't have the same pull for non-family members as they once did. Meanwhile, younger generations are increasingly less enthralled with retaining their parents' legacy and more interested in building their own. One U.K. founder of a family office told the authors: 'I think that there's going to be a shortage of people to run family offices. The family members who were born in the 1960s and have been running the family office for 15 years or 20 years are retiring. 'Many next gens will want to do their own thing away from the family office and recruitment of staff will become progressively harder. Who is going to fill the gap? Family offices will be forced to bring in more professional staff from financial institutions and their culture will change.' One family office CEO, however, told the authors that compliance and regulatory overload at larger investment firms was making more investment managers consider moving over to a smaller family office setup. The attractiveness of hiring a non-family member to manage a family office is growing as baby boomers hand their companies and fortunes over to the next generation. This can save a grisly succession battle among offspring, which increasingly involves multiple siblings and even cousins descending from the same founder. The CEO of a U.K. family office told the authors: 'Among our next gens are seven cousins, the offspring of three siblings. All or some will go on to work in the family business or family office. I'm not sure how well they will be able to work together if there are effectively seven family members competing for the top job.' Editor's note: A version of this article first appeared on on December 5, 2024. This story was originally featured on Sign in to access your portfolio
Arab News
14-03-2025
- Business
- Arab News
Intersection between family offices and early-stage startups poised to expand, experts say
RIYADH: Family offices have traditionally been influential in private capital investment, but their role in business funding and early-stage startups has often remained under the radar. Historically, these entities have prioritized wealth preservation, stability, and strategic investments aligned with their company interests. A shift is underway, however, with family offices increasing their exposure to venture capital through direct investments, fund allocations, and partnerships with startup incubators. Family offices across the Middle East and North Africa are recalibrating their investment strategies, emphasizing stability and selective diversification, according to a Campden Wealth and HSBC Global Private Banking report. Real estate remains a dominant asset class, accounting for 34 percent of portfolios and showing a net increase in interest of 44 percent, which reflects the difference between the share of family offices planning to raise their holdings and those intending to reduce them, demonstrating strong momentum in property investments. Bonds and commodities are also gaining traction, with net increases in interest of 33 percent and 50 percent, respectively, as family offices prioritize reliable asset classes amid global economic uncertainties. In contrast, MENA family groups show a limited appetite for expanding their exposure to private equity or debt, with minimal net change reported in these categories. This stands in stark contrast to family offices in Europe and North America, where private equity remains a primary focus. Despite the restrained interest in private equity overall, 58 percent of MENA family groups are active in VC, favoring early-stage investments such as angel and seed funding at 50 percent, as well as growth-stage opportunities at 50 percent. The findings reflect a measured approach, balancing traditional, stable investments with selective forays into innovation-driven sectors. Paula Tavangar, chief investment officer at Injaz Capital, a regional investment firm, believes that the shift is moving quickly. In an interview with Arab News, Tavangar emphasized that Saudi family offices are increasingly expanding beyond traditional asset classes and recognizing VC as a key investment opportunity. 'With above half already investing in early-stage companies, this shift is well underway,' she said. However, she noted that while many family offices seek direct access to promising early-stage investments, they often lack the infrastructure to efficiently evaluate and structure deals. This shift in investment strategy is driven in part by second-generation family office leaders who are more innovation-focused. Paula Tavangar, chief investment officer at Injaz Capital. Supplied 'They seek exposure to both local and global early-stage opportunities, whether through setting up their own shop, being an LP (limited partner) in VC funds, or mandating external experts like us,' Tavangar said. Injaz Capital has been actively sourcing and reviewing deals for family offices in both early- and growth-stage investments in Saudi Arabia. 'For example, we invested in the latest round of Xpence, a smart business spend platform,' she said. While fintech and e-commerce have traditionally dominated Saudi VC, Tavangar noted these sectors are becoming saturated. Family offices are shifting toward industries aligned with their core businesses and national priorities, including deep tech, renewables, and health tech. 'Healthcare spending is expected to total $180 billion by 2029, with increasing incentives for private investment,' she said, citing a $10 billion localization gap in the Kingdom's pharmaceuticals and medical devices sector. Injaz Capital is addressing this through MENA Hayah, its health tech-focused investment platform. The relationship between family offices and VC firms is changing. Currently, about 70 percent of these groups in MENA source deals through their own networks instead of investing in VC funds, but this trend is shifting. 'As the Saudi startup ecosystem matures, family offices are increasingly exploring structured partnerships with VC firms,' Tavangar said. Many prefer co-investment models in late-seed and series A+ rounds over traditional fund commitments. Large family groups are also launching sector-specific investment arms and collaborating with specialized VCs to gain proprietary deal flow and expertise. 'The goal is not just to follow an investment trend but to help build an environment where family offices can contribute meaningfully to economic growth while effectively managing risk,' Tavangar added. Speaking with Arab News, Thomas Kuruvilla, managing partner of Arthur D. Little Middle East and India, explained that family offices have typically avoided VC due to their preference for control and long-term investment horizons. 'Minority stakes in VC funds often fail to provide this comfort,' he noted. VC firms tend to focus on short-term portfolio diversification and exit strategies, whereas family offices emphasize stability. Additionally, many family groups have been cautious about early-stage investments because generating quick returns often contradicts the values they seek to instill in future generations. CaptionThomas Kuruvilla, managing partner of Arthur D. Little Middle East and India. Supplied Kuruvilla highlighted several factors driving a change in approach, adding: 'Younger family members are more tech-savvy and comfortable investing in emerging technologies.' Furthermore, portfolio diversification is becoming a priority, with family offices seeking access to disruptive business models and new technologies. Reputation building is also a motivator, as participation in prestigious VC funds enhances their credibility as serious venture investors. As a result, family offices are becoming major players in VC, offering long-term perspectives, sector expertise, and capital beyond mere financial investment. Speaking to Arab News, Achal Aroura, head of multi-family office EMEA at Klay Capital Limited, highlighted that many family offices have been investing in startups for years. However, these investments often go unnoticed because they are structured as bilateral rather than traditional VC transactions. 'The reason they go unnoticed is that these investments are not seen as traditional venture capital investments, but rather strategic investments made by these families and their existing businesses,' he explained. He added that firms like Klay are helping family offices take a more institutionalized approach, facilitating early-stage investments through venture funds, direct deals, and collaborations with startup incubators. Family offices tend to invest in industries that align with their broader investment goals and expertise. Kuruvilla identifies real estate, artificial intelligence, and healthcare, as well as biotechnology, renewable energy, and fintech as key areas of interest. 'Many Middle Eastern family offices incorporate Islamic finance principles, ensuring compliance with ethical and religious guidelines,' he added. Aroura echoed these observations, noting a focus on technology-enabled startups in real estate, finance, and consumer sectors. 'Lately, we have seen a lot of interest in data centers and AI-enabled startups and businesses,' he said. Obediah Ayton, chairman of Dhabi Hold Co., provided a contrasting perspective, explaining that family holdings — common in the UAE — differ from family offices in their investment approach. 'A family office typically invests in liquid strategies or acts as LPs in VC funds,' he told Arab News. In contrast, family holdings deploy capital directly from the business level, which can lead to frustration around the speed of investment decisions. Ayton explained that startups approaching family holdings or offices typically need to demonstrate alignment with the family's business interests, such as solving an operational problem or reducing supply chain costs. 'The times we have seen investment is normally by an Al-Futtaim investing in mobility — why? Because eventually, they want local distribution or vice versa, to expand their own products through that vertical into new markets,' he said. Obediah Ayton, chairman of Dhabi Hold Co. Supplied Ayton also emphasizes that family offices rarely lead funding rounds due to a lack of in-house capabilities and risk appetite. Instead, they prefer to see reputable investors already involved. 'Sitting on a cap table rarely happens, and if they do, they want to see good names that priced the business and revenues,' he explained. 'If a startup with no revenue comes along, as opposed to a startup with known investors, I know which one is better for my job security within the family business.' To optimize their participation in VC, family offices are adopting various strategies. Kuruvilla suggests leveraging their industry knowledge and entrepreneurial experience to support portfolio companies. Direct investments allow for greater control, while partnerships with VC firms enhance due diligence. He also noted the growing involvement of younger family members, which introduces fresh perspectives and ensures long-term commitment to venture investing. Aroura outlined three primary ways family offices are engaging in startups: 'Through early-stage venture capital funds, direct seed investments with founders, and through early-stage incubators from within the venture capital ecosystem.' These approaches provide a balance between institutional expertise, direct influence, and exposure to high-growth startups. The intersection between family offices and VC firms is also evolving. Kuruvilla highlights increased capital allocations to alternative assets, including co-investment opportunities that offer access to high-quality deal flow and shared risk management. 'Family offices offer patient capital, ideal for emerging technologies and industries requiring substantial upfront investment,' he said. Sector expertise also plays a role, as family offices that leverage their industry knowledge tend to achieve better growth outcomes. Additionally, a focus on impact investing is emerging, particularly among younger generations who prioritize sustainability and social good. Aroura emphasized that VC funds bring an institutional approach to early-stage investing, helping family offices diversify their risk while accessing a curated portfolio of startups. 'Family offices are starting to support venture capital funds, as these funds bring experience and an institutional approach to building a portfolio of companies that helps to diversify their risk of investing in early-stage startups,' he explained.
