Family Offices

Mahesh Harilela says the investment culture in Asia is becoming too complacent and must evolve from financial engineering to funding frontier opportunities that take time, capital and vision.

With a massive wealth transfer to the next generation looming, Asian family offices are grappling not only with how to invest but also maintaining harmony as investment goals and personal aspirations evolve.

From enterprise software to renewable energy, Asia’s family offices are co-investing in sectors they know best, using syndicates and clubs to scale access.

Asia’s family enterprises are heading into uncharted territory. With hundreds of billions in wealth set to change hands, families are being forced to reimagine not just who inherits, but how—and what’s actually worth preserving.

Tuck Meng Yee of JRT Partners is steering clear of headline-chasing plays, opting instead for value-led investing in emerging markets and active strategies in Japan and Europe, while remaining cautious on the US dollar and inflation-sensitive assets.

Once focused on legacy real estate and aviation assets, Chishima Real Estate is rewriting its investment playbook.

Asia’s family offices are shifting into direct co-investments, driven by a mix of entrepreneurial legacy, rising sophistication and the search for higher returns and control.

Aid experts say the massive shortfall caused by the withdrawal of US funding requires regional governments and investors to step up to the plate.

Public market repositioning, increased caution in cross-border private deals and a pivot toward non-US tech sectors define a new era in family office strategy.

Asian institutional investors are pursuing direct deals and infrastructure debt in digital assets, seeking enhanced returns to navigate market volatility and rising rates.

China is witnessing a rapid increase in family offices as wealthy entrepreneurs seek institutionalised wealth management and offshore investment opportunities.

As wealth surges among India’s ultra-rich, Dinesh Hinduja Family Office’s Jai Rupani says succession planning must shift from silence to structure. From setting clear milestones to forming advisory councils, he urges principals to anchor legacy in purpose, not entitlement.