This article is educational and does not constitute legal, tax, investment, immigration, or regulatory advice. DIFC and ADGM rules, thresholds, and fees change; confirm current requirements with a licensed provider before acting. For a specific situation, take qualified professional advice in the relevant jurisdiction.
A family office in the UAE is a dedicated structure, usually based in DIFC or ADGM, that manages a family's wealth, governance, banking, and succession across jurisdictions. Setting one up means meeting a minimum net-asset threshold (USD 50 million in DIFC, USD 10 million in ADGM), choosing between a single-family or multi-family model, and designing governance before the entity is registered.
Setting up a family office in the UAE is not a company-formation task. It is a decision about how a family will control, govern, and protect its capital across generations. The entity you register is the last step.
This guide is written for principals and families weighing that decision, not for administrators. Many start with the mechanics: which free zone to use, what it costs, and how fast it can be done. Those answers matter, but they come later. The first question is simpler and more important:
What is the family trying to protect, control, and coordinate, and does it need a family office to do it?
This guide covers setup in the order that matters: risks and ownership structure first, then the two main jurisdictions (DIFC and ADGM), single-family versus multi-family models, thresholds and costs, the governance that determines whether the office works, and when a family should not build one at all.
Setting up a family office in the UAE is not a company-formation task. It is a decision about how a family will control, govern, and protect its capital across generations. The entity you register is the last step.
This guide is written for principals and families weighing that decision, not for administrators. Many start with the mechanics: which free zone to use, what it costs, and how fast it can be done. Those answers matter, but they come later. The first question is simpler and more important:
What is the family trying to protect, control, and coordinate, and does it need a family office to do it?
This guide covers setup in the order that matters: risks and ownership structure first, then the two main jurisdictions (DIFC and ADGM), single-family versus multi-family models, thresholds and costs, the governance that determines whether the office works, and when a family should not build one at all.
What a family office is, and what it is not
A family office is the structure, the team, and the working rules that keep a family in control of what it owns, who decides, how money moves, and what happens next.
It is not a bank account, a holding company, or a job title. A family can own excellent assets and still have weak control: documents scattered across advisors, banking relationships nobody manages, entities held in the wrong names, tax positions in several countries that are never coordinated, and no agreed rules for how family decisions get made. A family office exists to remove that disorder. This is why we treat it as a capital protection problem first and a registration second.
Families in the UAE usually consider setting one up when three things are true at once:
If only one of those is true, a full family office is often premature. That is an important finding, not a failure, and we return to it below.
It is not a bank account, a holding company, or a job title. A family can own excellent assets and still have weak control: documents scattered across advisors, banking relationships nobody manages, entities held in the wrong names, tax positions in several countries that are never coordinated, and no agreed rules for how family decisions get made. A family office exists to remove that disorder. This is why we treat it as a capital protection problem first and a registration second.
Families in the UAE usually consider setting one up when three things are true at once:
- Wealth is significant and sits across more than one country or asset class.
- More than one family member, generation, or advisor is now involved.
- The cost of not being organised (tax exposure, banking friction, disputes, missed decisions) has started to show.
If only one of those is true, a full family office is often premature. That is an important finding, not a failure, and we return to it below.
Protect and govern first, register last: the correct sequence
Most of the delays and disputes we see come from families that register an entity before they design the structure and governance underneath it. A more effective order is usually the reverse:
Steps two, three, and seven are the ones families skip, and they are the ones that cost the most to fix later.
- Define the mandate. What will the office do: reporting, banking coordination, investment oversight, administration, governance, succession, private-family support? Scope drives everything else.
- Map the assets and the risks. Where wealth is held, in whose name, under what tax residency, and what is exposed to litigation, succession failure, banking loss, currency, or jurisdiction risk. This is the capital-protection layer, and it dictates the structure.
- Design the ownership structure. Decide where a foundation, holding company, or trust sits, and how ownership separates from control. The family office operates the structure; it is not the structure itself.
- Choose the jurisdiction and model. DIFC or ADGM; single- or multi-family; an office you own and staff, or Family Office as a Service.
- Register the entity and any foundation. Incorporate, establish the holding vehicle, and put substance in place: office, directors, resident staff where required.
- Open and organise banking. Establish accounts that match the structure, and build the workflow for how money moves and who approves it.
- Build governance. Agree decision rules, mandates, reporting standards, and a succession framework, before an event tests them.
- Staff and systems. Decide what is done in-house versus outsourced, and put reporting and controls in place so the office produces reliable numbers.
Steps two, three, and seven are the ones families skip, and they are the ones that cost the most to fix later.
Single-family office vs multi-family office vs Family Office as a Service
The first real structural decision is the model, because it changes the jurisdiction, the licensing, and the cost.
A single-family office (SFO) serves one family. It manages that family's own capital and affairs and does not offer services to outsiders. Because it is not managing third-party money, an SFO can be established in both DIFC and ADGM without a financial-services licence, which is a meaningful simplification.
A multi-family office (MFO) serves several unrelated families and typically provides investment management or advice to them. In Dubai and Abu Dhabi, a multi-family office provides financial services to more than one family by way of business, so it generally does require regulation (by the DFSA in DIFC or the FSRA in ADGM) with higher capital, compliance, and reporting obligations.
Family Office as a Service (FOaaS) is a third route entirely. Instead of building and staffing your own office, you engage an established provider for the operating layer (reporting, banking coordination, administration, governance support) without recruiting a team or holding a licence yourself. For many families this is a practical first step, with a dedicated office built only when complexity genuinely demands it.
A single-family office (SFO) serves one family. It manages that family's own capital and affairs and does not offer services to outsiders. Because it is not managing third-party money, an SFO can be established in both DIFC and ADGM without a financial-services licence, which is a meaningful simplification.
A multi-family office (MFO) serves several unrelated families and typically provides investment management or advice to them. In Dubai and Abu Dhabi, a multi-family office provides financial services to more than one family by way of business, so it generally does require regulation (by the DFSA in DIFC or the FSRA in ADGM) with higher capital, compliance, and reporting obligations.
Family Office as a Service (FOaaS) is a third route entirely. Instead of building and staffing your own office, you engage an established provider for the operating layer (reporting, banking coordination, administration, governance support) without recruiting a team or holding a licence yourself. For many families this is a practical first step, with a dedicated office built only when complexity genuinely demands it.
Structuring as a regulated MFO when you only need to manage your own family's capital adds cost and compliance you do not need. Building a full SFO when an outsourced family office service would do burdens the family with fixed overhead before the operating model is clear.
DIFC vs ADGM: the two main UAE jurisdictions
Family offices in the UAE are most often based in one of two financial free zones: the Dubai International Financial Centre (DIFC) or Abu Dhabi Global Market (ADGM). Both are common-law jurisdictions with their own courts, their own registrars, and dedicated regimes for family wealth. Both are credible with international banks. The choice between them is rarely about prestige and usually about fit.
DIFC
DIFC governs family offices under the Family Arrangements Regulations 2023, which replaced the older Single Family Office regime. Two features matter most:
Two further DIFC specifics are worth knowing:
DIFC suits families who want a Dubai base, deep access to private banks and advisors concentrated in one centre, and a mature ecosystem of lawyers, trustees, and administrators.
DIFC governs family offices under the Family Arrangements Regulations 2023, which replaced the older Single Family Office regime. Two features matter most:
- A DIFC family office is licensed by the DIFC Registrar (not regulated by the DFSA) provided it serves only its own family and does not provide restricted financial-services activities to multiple families by way of business.
- To qualify, the family must meet a minimum aggregate net asset value of USD 50 million (assessed at fair market value, or at book value where fair value cannot be ascertained). This must be met at application and maintained annually. Confirm the current threshold and methodology with a DIFC-registered provider before committing.
Two further DIFC specifics are worth knowing:
- Family Office vs Family Entity. DIFC distinguishes the Family Office (the operating entity that provides services) from a Family Entity (the holding or investment vehicle that owns family assets). Many families establish both — the Family Entity is the ownership layer, the Family Office is the management layer.
- A Corporate Service Provider letter is required. DIFC applications must be supported by a licensed CSP confirming the family's identity, structures, net-asset threshold, and source-of-wealth checks. Families cannot self-certify; this is a genuine gate.
DIFC suits families who want a Dubai base, deep access to private banks and advisors concentrated in one centre, and a mature ecosystem of lawyers, trustees, and administrators.
ADGM
ADGM (Abu Dhabi) offers a distinct framework:
ADGM suits families with an Abu Dhabi orientation, a foundation-and-holding-company structure at the centre of their planning, or a preference for a lower-cost, direct-registration entry.
ADGM (Abu Dhabi) offers a distinct framework:
- An ADGM family office (single-family) is a Registration Authority controlled-licence activity; it does not require a financial-services permission from the FSRA where it serves only its own family.
- The family must meet a minimum family net-asset threshold of USD 10 million (confirm current position with the Registration Authority).
- Direct setup is possible. Unlike DIFC, ADGM does not require a Corporate Service Provider to establish an SFO, and it allows a Restricted Scope Company for greater privacy.
- ADGM also offers a structuring-only route: establishing an ADGM Foundation, SPV, or trust to hold and protect assets without setting up a family office at all. This is often a practical soft entry.
ADGM suits families with an Abu Dhabi orientation, a foundation-and-holding-company structure at the centre of their planning, or a preference for a lower-cost, direct-registration entry.
DIFC vs ADGM at a glance
Thresholds and rules change; treat this as orientation and confirm current requirements before acting.
How to choose
There is no universally "better" jurisdiction. The practical decision usually turns on:
For most families, the entity follows the structure, banking plan, and governance. Picking the free zone before designing those is the most common mistake we see.
There is no universally "better" jurisdiction. The practical decision usually turns on:
- Net worth against the threshold: below USD 50 million, DIFC's family office regime may not be available, which alone can point a family toward ADGM or a structuring-only route.
- Banking: where the family's banks and relationship managers operate.
- Structure: whether the plan is built around a DIFC or ADGM foundation and holding line.
- Advisors and substance: where the family's lawyers, trustees, and key staff are genuinely based.
- Cost and administration: registrar, office, audit, and staffing costs in each centre.
For most families, the entity follows the structure, banking plan, and governance. Picking the free zone before designing those is the most common mistake we see.
Foundations: the ownership layer beneath the office
A family office is usually paired with a foundation (or holding company) that actually owns the assets. The office runs the wealth; the foundation holds it and defines succession.
Both can, if conditions are met, qualify as fiscally transparent Family Foundations under the UAE Federal Tax Authority's Corporate Tax rules for family foundations, meaning the foundation itself is not subject to Corporate Tax, with income attributed to beneficiaries. Those conditions include a non-commercial principal purpose, identified or identifiable beneficiaries, and FTA registration, and the treatment requires application and annual confirmation; it is not automatic. Any tax position must be confirmed with a UAE tax specialist for the specific structure, and no outcome is guaranteed. A holding company or foundation is also central to wealth structuring in the UAE; see our guides to asset protection planning in the UAE and best jurisdictions for holding companies for how these vehicles fit a wider structure.
- DIFC Foundations (Foundations Law, DIFC Law No. 3 of 2018) are governed by a Council and a mandatory Guardian, an oversight role that consents to charter changes and enforces the foundation's purposes.
- ADGM Foundations (Foundations Regulations 2017) are governed by a Council and an optional Supervisor, under the direct application of English law, and can be established at low cost as a soft entry to UAE structuring.
Both can, if conditions are met, qualify as fiscally transparent Family Foundations under the UAE Federal Tax Authority's Corporate Tax rules for family foundations, meaning the foundation itself is not subject to Corporate Tax, with income attributed to beneficiaries. Those conditions include a non-commercial principal purpose, identified or identifiable beneficiaries, and FTA registration, and the treatment requires application and annual confirmation; it is not automatic. Any tax position must be confirmed with a UAE tax specialist for the specific structure, and no outcome is guaranteed. A holding company or foundation is also central to wealth structuring in the UAE; see our guides to asset protection planning in the UAE and best jurisdictions for holding companies for how these vehicles fit a wider structure.
When a multi-family office triggers regulation
The line that determines whether you need a DFSA or FSRA licence is not "third-party assets" in the abstract. It is whether you provide financial services to more than one family by way of business.
Serving multiple members of one family is still single-family and does not cross this line. Serving multiple unrelated families commercially does. If your plan is to manage only your own family's capital, you stay outside financial-services regulation in both centres.
- In DIFC, a Family Office needs DFSA authorisation if it provides "Restricted Services" — regulated activities such as managing assets, advising on investments, or arranging deals — to more than one family by way of business.
- In ADGM, serving more than one family requires an FSRA financial-services permission, typically at least a Category 4 licence for advisory and arranging.
Serving multiple members of one family is still single-family and does not cross this line. Serving multiple unrelated families commercially does. If your plan is to manage only your own family's capital, you stay outside financial-services regulation in both centres.
How much does a family office cost to run in the UAE?
A family office is an ongoing operating cost, not a one-off setup fee. Directionally, a fully staffed single-family office in either jurisdiction typically runs into the mid-six to low-seven figures (USD) a year in operating costs (premises, senior professionals, audit, compliance, technology), before the family's own investment and advisor fees. Registrar fees are a small fraction of that total. Treat these as orders of magnitude, not quotes; actual cost depends on structure, headcount, and scope.
Registrar fees themselves are published and transparent in both jurisdictions: DIFC sets family office fees in its regulations, and ADGM publishes its SFO schedule. Confirm the current figures directly. The larger cost is what it takes to run a genuine office: premises, resident staff or senior professionals, audit and compliance, technology, and advisor coordination, year after year.
For many families, a fully staffed office is not yet justified. Below a certain level of complexity, the running cost of a dedicated office outweighs the benefit, and an outsourced family office service, or a lean structure with outsourced execution, delivers the same control at a fraction of the fixed cost. The right decision matches the cost of the operating layer to the complexity it manages, not to the size of the balance sheet alone.
Registrar fees themselves are published and transparent in both jurisdictions: DIFC sets family office fees in its regulations, and ADGM publishes its SFO schedule. Confirm the current figures directly. The larger cost is what it takes to run a genuine office: premises, resident staff or senior professionals, audit and compliance, technology, and advisor coordination, year after year.
For many families, a fully staffed office is not yet justified. Below a certain level of complexity, the running cost of a dedicated office outweighs the benefit, and an outsourced family office service, or a lean structure with outsourced execution, delivers the same control at a fraction of the fixed cost. The right decision matches the cost of the operating layer to the complexity it manages, not to the size of the balance sheet alone.
Which model fits your family: a decision guide
Treat this as a starting diagnosis, not a rule. The right answer depends on where assets, banking, family members, and risks sit.
If your profile fits one of the middle or upper rows, a short confidential conversation is usually the fastest way to confirm which model (structuring-only, an outsourced service, or a full office) makes sense for your situation. [Request a confidential review](#before-you-register-anything-a-confidential-review) below.
Governance: the part families underestimate
Setting up the entity is the straightforward part. Whether the family office protects the family depends on the governance underneath it.
Governance answers the questions that surface at the worst possible time: Who can approve an investment or a transfer, and up to what limit? What happens if the principal dies, is incapacitated, divorces, or exits a business? How are disagreements between family members resolved? Who sees which reports? How does the next generation take on responsibility?
A workable governance layer usually defines at least:
Governance is what separates a functioning family office from basic administration. It is the layer that keeps capital intact across events and generations, and for most families it is the highest-impact part of the build, as well as the part most often deferred until an event forces it. This is family wealth governance in practice, not on paper.
Governance answers the questions that surface at the worst possible time: Who can approve an investment or a transfer, and up to what limit? What happens if the principal dies, is incapacitated, divorces, or exits a business? How are disagreements between family members resolved? Who sees which reports? How does the next generation take on responsibility?
A workable governance layer usually defines at least:
- Decision rights and mandate limits: who can commit what, and where sign-off is required.
- A reporting standard: one consistent view of assets, entities, and performance across banks and jurisdictions.
- A succession framework: what happens to control and ownership on death, incapacity, or exit, coordinated with the foundation charter.
- A dispute mechanism: how disagreements are resolved before they reach a court.
Governance is what separates a functioning family office from basic administration. It is the layer that keeps capital intact across events and generations, and for most families it is the highest-impact part of the build, as well as the part most often deferred until an event forces it. This is family wealth governance in practice, not on paper.
Banking is a process, not a step
Every generic setup guide lists "open a bank account" as one line in a checklist. Banking is usually the longest and most sensitive part of establishing a UAE family office. Accounts must match the structure, source-of-wealth and beneficial-ownership (UBO) scrutiny is heavy, and onboarding can take months. The jurisdiction choice should account for where the family's banks and relationship managers operate: a structure the banks will not comfortably service creates operational friction rather than protection. Banking access should shape the structure from the start.
Cross-border reality: UAE structuring is only half the equation
A UAE family office does not operate in isolation from the rest of the world. Families with connections to the UK, US, EU, India, or elsewhere must integrate their home-jurisdiction tax and legal position. UAE residency does not eliminate obligations abroad, and the Common Reporting Standard (CRS) means account information is still exchanged with relevant jurisdictions. Forced-heirship rules, inheritance tax, and controlled-foreign-company rules in other countries can all cut across a UAE structure. The UAE side must be designed together with home-country advice, not in isolation. Our guide to cross-border capital protection covers this in more depth.
When you should not set up a family office
Because we sell structuring and execution, it is worth being direct about when the answer is no.
Building too early creates cost and rigidity; building too late leaves capital exposed. The judgement is in the timing, and it is worth a second opinion before committing.
- Complexity is still low. One country, one or two entities, a single generation — coordination by a good advisor and clean reporting is enough.
- You are below the threshold. DIFC's Family Office regime expects USD 50 million in aggregate net assets; ADGM expects USD 10 million. Below these, a structuring-only or service-based route usually fits better.
- The real problem is investment, not operations. If the family needs portfolio management, that is wealth management, not a family office.
- You are not ready to commit to fixed cost. A dedicated office is a standing expense; if the operating model is still unclear, a Family Office as a Service model is the safer first move.
Building too early creates cost and rigidity; building too late leaves capital exposed. The judgement is in the timing, and it is worth a second opinion before committing.
If one of these describes your situation, a full family office is likely premature, but a clean ownership structure, a foundation, or an [outsourced family office provider in Dubai](family-office-as-a-service-dubai.md) may still deliver the control and coordination you need.
How Octagon approaches it
Octagon starts with what the family owns and what is exposed, then works outward through the structure, governance, jurisdiction, and operating model. We choose the jurisdiction, model, and level of build that fit (DIFC or ADGM, an owned office or an outsourced service), and we use AI-supported workflows for reporting design, document control, and compliance coordination, so the operating layer stays disciplined rather than dependent on one person's memory. We have guided families through DIFC and ADGM setup, outsourced onboarding, and, just as often, the decision not to proceed yet.
The aim is a structure the family can run, that is designed to meet banking requirements and to withstand stress, rather than a certificate that sits in a drawer.
The aim is a structure the family can run, that is designed to meet banking requirements and to withstand stress, rather than a certificate that sits in a drawer.
Before you register anything: a confidential review
If you are weighing whether and how to set up a family office in the UAE, the most useful first step is not choosing a jurisdiction. It is understanding where your capital is currently exposed and what your structure actually needs to protect.
Octagon offers a confidential, no-obligation review for principals and families at this stage. In about 45–60 minutes, we cover:
The review is confidential, carries no obligation, and is led by a senior Octagon advisor, not a sales team. If a family office is not the right answer, we will tell you directly.
If you are weighing whether and how to set up a family office in the UAE, the most useful first step is not choosing a jurisdiction. It is understanding where your capital is currently exposed and what your structure actually needs to protect.
Octagon offers a confidential, no-obligation review for principals and families at this stage. In about 45–60 minutes, we cover:
- What you own, where it sits, and what is exposed to jurisdiction, banking, succession, or control risk.
- Whether a family office, foundation, holding structure, or outsourced model fits best.
- Which jurisdiction and model match your situation (DIFC, ADGM, an outsourced service, or a combination).
- A clear recommendation on next steps, including whether to wait.
The review is confidential, carries no obligation, and is led by a senior Octagon advisor, not a sales team. If a family office is not the right answer, we will tell you directly.
Prefer to start with the outsourced operating model? See Family Office as a Service in Dubai
Frequently asked questions
Do I need a licence to run a family office in the UAE?
A family office that manages only its own family's wealth does not need a financial-services licence from the DFSA (DIFC) or FSRA (ADGM). It does, however, need to be registered or licensed by the relevant authority (the DIFC Registrar or the ADGM Registration Authority) and must meet a minimum family net-asset threshold (currently USD 50 million in DIFC; USD 10 million in ADGM). Confirm the current position for your specific setup before proceeding.
A family office that manages only its own family's wealth does not need a financial-services licence from the DFSA (DIFC) or FSRA (ADGM). It does, however, need to be registered or licensed by the relevant authority (the DIFC Registrar or the ADGM Registration Authority) and must meet a minimum family net-asset threshold (currently USD 50 million in DIFC; USD 10 million in ADGM). Confirm the current position for your specific setup before proceeding.
What is the minimum net worth for a family office in the UAE?
Under the DIFC Family Arrangements Regulations, the family must hold aggregate net assets of at least USD 50 million. In ADGM, the Single Family Office threshold is USD 10 million in family net assets. Both should be confirmed against current rules, as thresholds change.
Under the DIFC Family Arrangements Regulations, the family must hold aggregate net assets of at least USD 50 million. In ADGM, the Single Family Office threshold is USD 10 million in family net assets. Both should be confirmed against current rules, as thresholds change.
DIFC or ADGM: which is better for a family office?
Neither is universally better. DIFC suits families with a Dubai base and a larger balance sheet who want the deepest banking and advisory ecosystem; ADGM suits families who want lower-cost, direct setup, a foundation-led structure, or who fall between the two thresholds. The choice should follow the ownership structure and banking plan, not precede them.
Neither is universally better. DIFC suits families with a Dubai base and a larger balance sheet who want the deepest banking and advisory ecosystem; ADGM suits families who want lower-cost, direct setup, a foundation-led structure, or who fall between the two thresholds. The choice should follow the ownership structure and banking plan, not precede them.
What is the difference between a single-family and a multi-family office?
A single-family office serves one family and its own capital, and needs no DFSA/FSRA licence. A multi-family office serves several unrelated families, provides financial services by way of business, and is therefore regulated with higher capital and compliance obligations.
A single-family office serves one family and its own capital, and needs no DFSA/FSRA licence. A multi-family office serves several unrelated families, provides financial services by way of business, and is therefore regulated with higher capital and compliance obligations.
Do I need a foundation as well as a family office?
Often, yes, but they do different jobs. A DIFC or ADGM foundation is the ownership and succession vehicle that holds assets; the family office is the team and structure that operates them. Many families use both together: the foundation holds, the office runs.
Often, yes, but they do different jobs. A DIFC or ADGM foundation is the ownership and succession vehicle that holds assets; the family office is the team and structure that operates them. Many families use both together: the foundation holds, the office runs.
Do I need a corporate service provider to set one up?
In DIFC, yes: a licensed Corporate Service Provider must confirm your family's identity, structures, net-asset threshold, and source-of-wealth checks. In ADGM, a Single Family Office can generally be set up directly, without a mandatory service provider.
In DIFC, yes: a licensed Corporate Service Provider must confirm your family's identity, structures, net-asset threshold, and source-of-wealth checks. In ADGM, a Single Family Office can generally be set up directly, without a mandatory service provider.
Can I start with an outsourced family office and set up my own later?
Yes, and for many families it is the sensible path. A Family Office as a Service model gives you control, reporting, and coordination without a permanent team, and you can move to a dedicated office once complexity genuinely justifies the fixed cost.
Yes, and for many families it is the sensible path. A Family Office as a Service model gives you control, reporting, and coordination without a permanent team, and you can move to a dedicated office once complexity genuinely justifies the fixed cost.
How does a UAE family office coordinate with my assets in other countries?
It has to be designed alongside your home-jurisdiction tax and legal position. UAE residency does not remove obligations abroad, the Common Reporting Standard still applies, and rules like forced heirship or inheritance tax in other countries can cut across a UAE structure. The UAE side is only half the plan.
It has to be designed alongside your home-jurisdiction tax and legal position. UAE residency does not remove obligations abroad, the Common Reporting Standard still applies, and rules like forced heirship or inheritance tax in other countries can cut across a UAE structure. The UAE side is only half the plan.
How much does a family office cost to run in the UAE?
The meaningful cost is the annual running cost (premises, staff, audit, compliance, and coordination), not the one-off registrar fee. It varies widely by jurisdiction, structure, and scope, which is why many families start with a service-based model until complexity justifies a dedicated office.
The meaningful cost is the annual running cost (premises, staff, audit, compliance, and coordination), not the one-off registrar fee. It varies widely by jurisdiction, structure, and scope, which is why many families start with a service-based model until complexity justifies a dedicated office.
When is a family office not worth it?
When complexity is still low, when you are below the net-asset thresholds, when the real need is investment management rather than operations, or when you are not ready to commit to the fixed cost of a standing office. In those cases a lean structure with outsourced execution usually delivers the same control for far less.
When complexity is still low, when you are below the net-asset thresholds, when the real need is investment management rather than operations, or when you are not ready to commit to the fixed cost of a standing office. In those cases a lean structure with outsourced execution usually delivers the same control for far less.