Running a family office is not the same as running a corporate department. Decisions are closer to the family, trust is the operating system, and the consequences of a poor fit are amplified. Building the right team, in the right order, is one of the smartest investments you can make.
Start with strategy, then structure
Before job titles, get clear on purpose and scope. Is the office investment-led with some lifestyle support, or a full-service platform covering wealth, property, philanthropy, travel, and security? Agree decision rights, reporting lines, and how information flows to principals.
When strategy is crisp, the org chart starts to write itself. Many families rush ahead with hiring without first clarifying scope. That usually leads to either over-hiring or costly churn as roles are reshaped later. A strategy-led approach avoids this waste.
The first wave: core roles most offices need
Most early-stage family offices stabilise around a handful of critical hires:
- Chief of Staff who coordinates the moving parts, translates principal priorities into action, and protects time.
- Investment Director or Analyst to manage managers, monitor performance, and ensure risk is understood rather than assumed.
- CFO or Head of Finance who oversees cash flow, accounting, and multi-jurisdiction tax coordination with external advisers.
- Legal/Tax Counsel in-house or retained, to review structures, contracts, and regulatory changes that affect the family.
- Executive Assistant/Private PA who keeps calendars, travel, and personal logistics smooth while maintaining impeccable discretion.
These roles create rhythm, visibility, and control without adding unnecessary layers. They also set the tone for service standards and information discipline inside the office.
The second wave: when complexity demands specialists
As assets, geographies, and obligations grow, you may need targeted expertise:
- Risk & Compliance to codify policies, manage counterparty checks, and keep an eye on regulatory drift.
- Operations and HR to formalise policies, benefits, and vendor management, particularly if headcount rises.
- Philanthropy Lead to professionalise giving, align it with family values, and measure impact.
- Estate/Property Manager for portfolios that include homes, land, or hospitality assets.
- Technology/Data to secure information, manage document control, and support reporting.
Think of these hires as modular. Add them when the work exists and the value is obvious. It is common for a family office to add one or two of these roles after a significant event — for example, buying a hotel group may suddenly require in-house property expertise, while entering direct private equity deals may trigger the need for deeper compliance oversight.
Timing your hires without overbuilding
A common mistake is hiring too far ahead of need. Use triggers instead.
Examples include a liquidity event, establishing a second jurisdiction, the first direct investment, or when principals are spending too much time on admin. Consider fractional or project-based support to bridge gaps. You preserve flexibility while avoiding burnout across the core team.
For instance, some families retain a part-time tax counsel during quieter years, moving to a permanent hire once complexity rises above a sustainable threshold. Others may trial an interim operations manager during a restructuring, then make the role permanent if value is clear. The goal is agility, not over-extension.
Culture, discretion, and values fit
Technical excellence matters, yet judgement, service mindset, and confidentiality keep everything running. Test for these explicitly. Ask candidates to walk through sensitive scenarios. Listen for how they balance initiative with appropriate escalation. References should confirm reliability under pressure and a calm, tactful presence around the family.
Some families go further by arranging informal interactions, a dinner, a site visit, or even a short project, to observe candidates in context. This can reveal whether someone brings the right blend of professionalism, humility, and discretion. Unlike technical skills, cultural misfits are almost impossible to fix after the fact.
Regional nuances and cross-border considerations
Hiring strategy is rarely one-size-fits-all. A European family office might place greater emphasis on legal and tax expertise due to complex regulatory regimes. In the Middle East, cultural alignment and an ability to navigate local networks often come first.
In the US, investment-focused offices may prioritise analysts or direct deal professionals early. Families with global footprints need to strike a balance between local expertise and centralised control.
Working with a specialist recruiter
The best candidates rarely apply to job adverts, and the most qualified people value discretion. A specialist partner can calibrate the brief, surface relevant shortlists, and run quiet diligence in the background. If you want a measured process with fewer blind spots, consider working with Cora Partners .
Final thought
Hire deliberately. Phase the build. Protect the culture. A modern family office wins by matching capability to need, then letting great people do their best work.
