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IS THE CIO DRAGGING DOWN THE FAMILY OFFICE’S PERFORMANCE?
“IS THE CIO DRAGGING DOWN THE FAMILY OFFICE’S PERFORMANCE? (And What Can You Do About It?)” with R. ADAM SMITH.
https://open.spotify.com/episode/1Cl26HkpjZBnovg3zumuBx?si=0c7e252e629d4603
https://youtu.be/p3VtFCVpp8o
The Family Office CIO job involves a delicate high wire act. The position can be the fraught intersection of:
R. ADAM SMITH advises families around deal and investment structure via RAS CAPITAL PARTNERS. We discuss the evolving CIO in family offices, Our discussion addresses the importance of expectation-setting on both sides. We get into what the families can do to understand their own needs (and why they might be the problem!). The goal is to help both sides unlock potential and get out of the way of performance.
Adam Smith’s Background (2–3 min)
CIO Dragging: Defining the“Non-Functioning CIO” (3–4 min)
Deal-Driven vs. Allocation-Based Models (4–5 min)
Why Do Families Tolerate This? (2–3 min)
What CIO Institutionalization Looks Like (3–4 min)
Cultural and Generational Resistance (2–3 min)
Closing Thoughts THE CIO DRAGGING ON THE FAMILY OFFICE PERFORMANCE (2 min)
Other CIO Dragging Considerations-
Do the staffing and comp models adequately align the employer and employee?
What does a successful structure look like and how much does it cost?
What dos a minimum structure look like and how much does it cost?
Are CIO’s under resourced and put in a failing position?
How does career risk factor into CIO decision-making?
Does the threat to the family’s relevance in decision-making risk factor into this?
How much time is wasted doing “pretend” work to maintain access to other family offices deals?
Do you measure investment adjacency to the family specialty and how should that affect the evaluation of the CIO’s performance?
What happens when a deal-centric CIO is thrust into an asset class that is out of their expertise?
What is the benchmark performance for a FO CIO these days?
On the ESG, DEI, impact and philanthropy front, are these buckets in an overall allocation (sometimes where younger generations can be brought along?) or are you seeing FO’s incorporating the values metric in the overall allocation? Is there a trend to think of family offices as useful for one generation and then to have them split up?
BRIAN ADAMS ON FAMILY OFFICE RECRUITING
https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/
View all episodes
By Frazer Rice
4.8
2525 ratings
“IS THE CIO DRAGGING DOWN THE FAMILY OFFICE’S PERFORMANCE? (And What Can You Do About It?)” with R. ADAM SMITH.
https://open.spotify.com/episode/1Cl26HkpjZBnovg3zumuBx?si=0c7e252e629d4603
https://youtu.be/p3VtFCVpp8o
The Family Office CIO job involves a delicate high wire act. The position can be the fraught intersection of:
R. ADAM SMITH advises families around deal and investment structure via RAS CAPITAL PARTNERS. We discuss the evolving CIO in family offices, Our discussion addresses the importance of expectation-setting on both sides. We get into what the families can do to understand their own needs (and why they might be the problem!). The goal is to help both sides unlock potential and get out of the way of performance.
Adam Smith’s Background (2–3 min)
CIO Dragging: Defining the“Non-Functioning CIO” (3–4 min)
Deal-Driven vs. Allocation-Based Models (4–5 min)
Why Do Families Tolerate This? (2–3 min)
What CIO Institutionalization Looks Like (3–4 min)
Cultural and Generational Resistance (2–3 min)
Closing Thoughts THE CIO DRAGGING ON THE FAMILY OFFICE PERFORMANCE (2 min)
Other CIO Dragging Considerations-
Do the staffing and comp models adequately align the employer and employee?
What does a successful structure look like and how much does it cost?
What dos a minimum structure look like and how much does it cost?
Are CIO’s under resourced and put in a failing position?
How does career risk factor into CIO decision-making?
Does the threat to the family’s relevance in decision-making risk factor into this?
How much time is wasted doing “pretend” work to maintain access to other family offices deals?
Do you measure investment adjacency to the family specialty and how should that affect the evaluation of the CIO’s performance?
What happens when a deal-centric CIO is thrust into an asset class that is out of their expertise?
What is the benchmark performance for a FO CIO these days?
On the ESG, DEI, impact and philanthropy front, are these buckets in an overall allocation (sometimes where younger generations can be brought along?) or are you seeing FO’s incorporating the values metric in the overall allocation? Is there a trend to think of family offices as useful for one generation and then to have them split up?
BRIAN ADAMS ON FAMILY OFFICE RECRUITING
https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/
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