A Singapore-based family office had reached a point at which its technology-enabled investment platform was no longer a project of the office — it was its own operating company, allocating capital, with its own staff, and its own posture toward risk and return.
The work was structural. We helped the principal and the investment team see the platform as the institution it had become, and design the operating model — partnership architecture, decision rights, hiring sequence — appropriate to that institution.
The engagement closed when the platform had a board, in spirit if not in name, and a written record of which calls the principal would and would not be asked to make.
An investment platform is an operating company that allocates capital.
What we did
- — Reframed the technology programme as the operating model of an investment company in its own right.
- — Designed the partnership architecture between the principal family, the investment team, and the technology team.
- — Sequenced hiring against the operating posture rather than the product roadmap.
- — Codified the decision rights that determined which calls reached the principal.
Practice · Management