A gentle guide for families considering an official appointment
When a family begins shaping its Family Office, it’s natural to look within the family for someone to take on an official, paid role. Someone who knows the story, understands the relationships, and cares deeply about the long‑term wellbeing of the family.
It can be a wonderful decision. But like any new role or structure, it deserves a thoughtful, long‑term lens. What do you need now? What will you need later? And how do you set this person up to succeed in a way that supports the whole family?
Below are five considerations to help families and the family member stepping into the role – begin well.
1. Start with the family’s purpose
Before anyone steps into an official role, the family needs shared clarity. An independent, facilitated conversation helps everyone articulate the long‑term vision, the values that matter, and the purpose behind creating a Family Office in the first place.
This clarity becomes the anchor for the role. It gives the appointee a framework for how they communicate, how they report, and how they measure progress in a way that aligns with what the family cares about most.
2. Understand the structure and the stakeholders
Family Office structures can be complex, especially when multiple entities, assets, and histories are involved. A session with the family’s accountant is essential. It allows everyone to see the full picture clearly and build a structure that reflects reality rather than assumption.
Stakeholders extend beyond the family. Advisors, tenants, suppliers, long‑standing relationships – all of these matter. The person stepping into the role needs to understand these relationships and continue them in a way that reflects the family’s values and reputation.
3. Stay open to learning
A Family Office is never a “set and forget” environment. It evolves as the family evolves. Everyone, including the appointee, remains a student.
Investing in their development is part of stewarding the Family Office well. This may include learning about investments, structures, reporting, risk, or even staffing and resourcing.
And while your Family Office may be new, the concept is not. Families around the world have been doing this for generations. Learning from others helps you anticipate challenges and navigate complexity with confidence.
4. Create a job description and agree on remuneration
Before appointing a family member, take the time to define the role. A job description sets expectations, provides clarity, and gives the appointee a baseline before additional responsibilities inevitably emerge.
Remuneration should be discussed openly and agreed upon upfront. Yes, it is an additional cost but some existing expenses may be absorbed into the role. For example, if the appointee takes over property management, the family may no longer need to pay external agent commissions. These savings should be considered when determining remuneration.
5. Prioritise communication – both ways
In families, communication is everything. The appointee needs to provide regular reporting that aligns with the family’s purpose. And the family needs to communicate back – clearly, consistently, and respectfully.
A Family Office thrives when communication is ongoing, transparent, and grounded in shared intention.
A gentle next step
If your family is considering appointing someone into an official role (or you’re stepping into one yourself) I’d be glad to support you in shaping the structure, the conversations, and the clarity needed for a strong beginning.
You can reach me at hello@kirstentaylormartin.com.