Catégorie · 14 organisations
Family-office networks
Family-office networks serve families of substantial wealth and the professionals who run their offices. They divide into membership organizations built around peer exchange and research (Family Office Exchange, the Institute for Private Investors, CCC Alliance), conference-led platforms whose members pay for access to deal flow and events, and next-generation and impact communities. Most publish a minimum in assets or a target profile rather than a hard test, and dues are disclosed by only a minority. The important questions are whether the members are principals or advisers, whether service providers can join, and how the organization earns its money — because that determines whose interests the room serves.
Réseaux de family offices · Réseaux philanthropiques · Communautés sur invitation uniquement · Organisations de conseil entre pairs · Associations professionnelles · Organisations de réseautage · Communautés d'investissement
Premiers enregistrements dans cette catégorie
par profondeur de documentation, jamais par paiementTIGER 21
Ultra-high-net-worth entrepreneurs, investors and executives with at least US$20 million in investable assets, many of them post-exit.
Toniic
Accredited investors and senior staff of family offices and foundations who are moving their own capital toward impact investments
Family Office Networks
Family office principals and chief investment officers, ultra-high-net-worth individuals, and firms partnering with the family office community
Forward Global
Individual and family wealth holders who are actively deploying significant private capital philanthropically and want structured education in how to do it
Family Firm Institute (FFI)
Advisers, consultants, educators and researchers who serve family enterprises — plus family enterprise members themselves, who join at the same individual rate
Global Philanthropists Circle
Philanthropic families and individuals deploying at least US$1 million in giving and social investment, who want peer learning and collaboration rather than transactional…