Step 1 — Structural Reality Assessment
We begin by understanding how the family office actually operates, not how it is described on paper.
We review:
- Ownership and control arrangements
- How decisions are made in practice
- Where key functions are performed
- Existing governance and documentation
Outcome:
A clear picture of gaps between structure and reality.
Step 2 — Risk & Exposure Identification
Next, we identify where the current structure is vulnerable.
This includes:
- Tax and regulatory exposure
- Governance weaknesses
- Substance and documentation gaps
- Cross-border inconsistencies
Outcome:
A prioritised list of issues that could trigger challenges or disputes.
Step 3 — Governance & Decision Framework Redesign
We then redesign the governance framework to reflect how decisions should be made going forward.
This includes:
- Clarifying decision-making authority
- Aligning ownership, control, and responsibility
- Simplifying governance where necessary
- Ensuring the structure supports long-term continuity
Outcome:
A governance model that works in practice, not just on paper.
Step 4 — Structural & Substance Alignment
Once governance is clear, we align the structure and substance accordingly.
This may involve:
- Adjusting holding or investment structures
- Reallocating functions and responsibilities
- Strengthening operational substance
- Updating documentation to match reality
Outcome:
A coherent structure that regulators and auditors can understand and accept.
Step 5 — Ongoing Review & Adaptation
Family offices evolve. Structures must evolve with them.
We support clients through:
- Periodic structure and governance reviews
- Adjustments for changes in family dynamics
- Updates due to regulatory or tax developments
- Ongoing advisory support
Outcome:
A family office structure that remains relevant, defensible, and sustainable over time.
The Result
Families move from:
- Unclear and fragile arrangements to Clear, governed, and resilient family office platforms
第一步｜了解真实运作情况
我们首先了解家族办公室实际如何运作，而不是文件上怎么写。
重点包括：
- 资产的所有权与控制方式
- 实际决策是如何作出的
- 核心职能在哪里执行
- 现有治理与文件安排
成果：
清楚识别架构与现实之间的落差。
第二步｜识别风险与暴露点
接下来，我们找出当前结构中容易出问题的地方，包括：
- 税务与监管风险
- 治理漏洞
- 实质与文件不足
- 跨境安排不一致
成果：
一份按风险轻重排序的问题清单。
第三步｜重整治理与决策机制
在此阶段，我们协助重整治理架构，使其符合未来的决策方式。
包括：
- 明确谁可以作出哪些决定
- 统一所有权、控制权与责任
- 简化过度复杂的治理安排
- 纳入长期传承与延续考量
成果：
一个真正可执行、可持续的治理模式。
第四步｜结构与实质对齐
在治理清楚后，我们再对结构与实质进行调整。
可能涉及：
- 调整控股或投资架构
- 重新分配职能与责任
- 加强实质运作安排
- 更新文件以反映真实情况
成果：
一个逻辑清楚、容易被理解与接受的整体架构。
第五步｜持续检视与调整
家族会变，架构也必须随之调整。
我们协助：
- 定期检视结构与治理
- 应对家族成员变化
- 配合税务或监管环境变化
- 提供持续顾问支持
成果：
一个长期稳健、具备弹性的家族办公室平台。
最终结果
家族办公室从：
混乱、不清楚、容易出问题转变为清楚、有治理、经得起时间与审查