Family Office vs Hedge Fund: Beyond Returns through Control, Values, and Generational Impact

02 Sep 2025

Hedge fund or family office? Explore investment style, regulation, and governance to see which aligns with family wealth goals.

Family Office vs Hedge Fund: Why This Comparison Matters

A hedge fund generates returns.

A family office governs wealth.

The two serve entirely different purposes.

This choice determines who controls capital, how family values shape decisions, and whether wealth endures for one generation or several.

Families are not deciding which fund to pick.

They are choosing between a governance structure and an investment vehicle that diverge completely in purpose, regulation, and outcome.

The implications extend well beyond performance.

What Is a Family Office?

A family office is a dedicated entity that manages the financial, tax, and governance needs of wealthy families. It can be a single-family office (SFO) serving a single family, or a multi-family office (MFO) serving multiple families.

Core functions extend beyond investment:

Wealth preservation: protect assets across generations.
Tax and estate planning: ensure efficient transfer of assets and compliance.
Family governance: establish decision-making protocols, implement succession planning, and address conflict resolution.
Investment management: deploy capital across private equity, venture capital, real estate, and direct investments.

The office exists to align money with family values. It is less about quarterly performance and more about building continuity.

What Is a Hedge Fund?

A hedge fund is an investment fund that pools capital from ultra-high-net-worth individuals and institutional investors to pursue aggressive, often complex, strategies. Hedge funds are managed by professional hedge fund managers and operate under the oversight of the Securities and Exchange Commission (SEC).

Typical features:

Aggressive strategies: leverage, derivatives, short-selling, arbitrage
Focus on returns: measured quarterly, benchmarked against market indices
Limited scope: investment management only; no governance, tax, or estate support
High fees and barriers: performance fees (“two-and-twenty”), accredited investor rules

Hedge funds often invest in liquid assets to maximize short-term gains and obtain large profits quickly.

Hedge funds serve investors seeking returns uncorrelated to public markets, but they do not provide the holistic services families need for succession or governance.

Why the Differences Matter for Strategy and Legacy

At first glance, both structures allocate capital. But the goals diverge.

Family offices invest to preserve wealth and values across generations
Hedge funds invest to maximize returns in the near and medium term

This difference changes everything, from risk appetite to governance:

Family offices manage everyday expenses and long-term estate plans
Hedge funds manage investment portfolios and performance metrics

For families, the risk is mistaking hedge fund access for a complete wealth strategy.

Without a family office framework, tax inefficiencies, governance fractures, and disputes can erode even the best investment gains.

The proper structure determines not only financial outcomes but also whether family wealth endures as capital or dissipates as conflict.

Purpose & Values

Family Offices Focus on Wealth Preservation and Legacy Planning

Family offices exist to align wealth with purpose.

Unlike an investment fund designed only for returns, a family office serves family members directly. Its mission goes beyond managing portfolios. It protects family wealth, reduces tax leakage, and embeds continuity through legacy planning.

Family offices typically invest across private equity, venture capital, real estate, and direct investments in private companies. The allocation is designed to create a diversified portfolio that strikes a balance between growth and resilience. But the true value lies in governance. A well-run office enforces clear decision rules, prevents conflicts, and ensures succession occurs on time.

Hedge Funds Tend Toward Aggressive Strategies and Short-Term Gains

Hedge funds operate with a very different purpose. They are investment funds that pool capital from high-net-worth individuals and institutional investors, managed by professional investment managers. Their mandate is to generate returns that outperform publicly traded stocks and other benchmarks.

To achieve this, hedge funds employ aggressive strategies, including leverage, financial derivatives, and arbitrage. They favor relatively liquid assets, moving quickly to capture short-term opportunities. Hedge funds tend to measure success in quarters, not decades.

Fees and incentives reinforce this short horizon.

With performance fees like “two-and-twenty,” managers are rewarded for beating near-term benchmarks rather than aligning with family values or generational outcomes.

Hedge funds are built to maximize short-term alpha. Families that mistake this for a long-term strategy often discover that volatility, fees, and misaligned incentives eat into wealth faster than markets alone.

Family Governance and Values in Investment Decisions

This is where the divide between family offices and hedge funds becomes most visible. A private wealth management firm or bank can help manage assets, but only a family office builds governance systems that keep family members aligned and focused.

Family offices focus on:

Family governance: charters, voting rights, and dispute resolution
Succession planning: transfer of control and knowledge across generations
Tax and estate planning: structuring assets to minimize conflict and leakage
Personalized services: from property management to philanthropy

By contrast, hedge funds rarely engage in such matters. Their mandate is limited to generating returns, rather than safeguarding the family’s assets or ensuring that values shape decisions. Family office principals are working closely with family members to craft investment strategies that reflect not only financial goals but also risk appetite and long-term family objectives.

Purpose defines structure. Hedge funds exist to compound capital for individual and institutional investors. Family offices exist to sustain wealth, values, and governance for wealthy families across generations.

Investment Strategy & Horizon

Investment Strategy: Long-Term vs Short-Term Objectives

At its core, the difference between a family office and a hedge fund lies in their investing strategies.

Family offices focus on preserving family wealth across generations, while hedge funds are built to maximize returns for individual and institutional investors. Family offices develop customized investing strategies by diversifying across multiple asset classes and adjusting allocations over time to meet evolving family needs.

Family offices define their investment thesis around stability, focusing on protecting the family’s assets, maintaining governance, and striking a balance between income and growth. They often develop strategies that prioritize risk management and alignment with family values, rather than just focusing on performance benchmarks. Hedge funds can be included as part of a diversified investment portfolio managed by family offices to enhance returns while managing risk.

By contrast, hedge fund managers design strategies for speed and scale. They aim to exploit inefficiencies, generate alpha, and measure investment performance over months or quarters.

The world’s family offices are judged by whether wealth survives three generations, while hedge funds are judged by whether they beat the S&P in three months. The growing influence and significance of the world’s family offices in global wealth management is evident, with approximately 10,000 family offices worldwide, the majority located in the United States.

How Family Offices Invest Across Private Equity, Venture Capital, and Direct Deals

Family offices typically invest in a mix of private equity, venture capital, and direct investments. These allocations often include stakes in private companies, private corporations, and emerging industries. Some also allocate to private credit, infrastructure, or real assets, such as real estate.

Unlike hedge funds, family offices may also partner directly with private equity firms or entrepreneurs. This direct control provides influence over governance and allows families to embed their own investment thesis into the business.

Over the past decade, many family offices have diversified aggressively, funding technology startups, renewable energy projects, and even participating in oil and gas booms. The goal is not quarterly returns, but a diversified portfolio that sustains growth while protecting against downside risk.

How Hedge Funds Invest in Public Markets, Derivatives, and Alternative Assets

Hedge funds invest primarily in public markets and relatively liquid assets. Their toolset includes financial derivatives, leverage, arbitrage, and other alternative investments. Liquidity gives them the agility to exploit market signals, but it also ties their success to short-term performance rather than multi-generational goals.

These funds often rely on banks, custodians, and financial advisors to structure complex trades and maintain compliance.

Their scope is focused: they provide asset management and performance reporting, not tax and estate planning or governance.

Investment Horizon: Generational Legacy vs Quarterly Returns

The difference in horizon could not be sharper. Ask a simple question: how long is the fund supposed to last?

Family offices manage wealth for 30, 50, or even 100 years. The focus is legacy planning, intergenerational transfers, and alignment of investments with family values. Their mandate is not to exit but to sustain.
Hedge funds tend to report performance quarterly. They are benchmarked against indices, not family goals. And according to a 2020 report by Goldman Sachs, the average hedge fund lasts only six to seven years. Few survive long enough to serve multiple generations.

For wealthy families, this horizon is decisive. Without a structure that embeds succession, governance, and long-term capital allocation, even strong market gains can dissolve into disputes or inefficiencies.

A family office is designed to outlast its founders. A hedge fund is designed to outperform the market today.

Risk, Regulation & Performance

Risk Appetite: Preservation vs Aggression

Risk appetite separates a family office vs hedge fund more than any other factor. Family offices manage the family’s assets with caution, focusing on stability, risk management, and capital preservation. Their mandate is to ensure continuity, not to chase volatility. Family members often demand structures that limit downside risk and maintain governance integrity.

Hedge funds monetize volatility. They embrace concentration, leverage, and high turnover to pursue alpha. This approach magnifies gains, but it also magnifies losses. Families may find that cycle incompatible with wealth preservation.

Securities and Exchange Commission Oversight of Hedge Funds

Hedge funds are investment funds regulated by the Securities and Exchange Commission. Access is restricted to high-net-worth investors and those with sufficient investable assets. They are marketed to institutional investors and accredited individuals, not the public. Oversight includes rules on reporting, custody, and advertising.

Family offices are treated differently. Single-family offices and multi-family offices that manage only wealthy families are exempt from SEC registration. This Privacy Shield protects family operations, but it also requires strong internal controls to ensure compliance and governance.

Fewer Disclosure Requirements vs Family Office Transparency

Hedge funds operate with fewer disclosure requirements than mutual funds or public vehicles. Investors often see only quarterly letters and performance metrics. The opacity benefits fund managers but leaves clients with less visibility into daily decisions.

Family offices invert that model. Reporting is built for internal stakeholders, not regulators. Family offices manage consolidated records, tax and estate planning, and estate management, ensuring heirs have a clear understanding. They often rely on financial advisors and wealth management tools to maintain transparency across generations.

Investment Performance: Measuring Returns and Volatility

Performance measurement also reveals sharp contrasts. Hedge funds are judged by their quarterly investment performance compared to indices. Their investment portfolios are built for liquidity, with high turnover. The emphasis is short-term alpha, not continuity.

Family offices measure success differently. Outcomes include reduced tax leakage, smooth succession, and resilience during downturns. Investments in private equity firms, private corporations, and direct investments may take years to yield results, but the timeline aligns with the family’s goals.

Services & Wealth Management

Tax and Estate Planning in Family Offices

For wealthy families, services begin with tax and estate planning. A family office vs hedge fund comparison shows the difference clearly: hedge funds offer no planning support, while family offices embed it into daily operations.

Family offices manage entity structures, cross-border filings, and long-term estate management. This reduces leakage, prevents disputes, and ensures that succession runs smoothly. Many family offices typically invest in planning expertise before allocating capital, knowing that governance lapses destroy more wealth than markets ever do.

Wealth Management Tools: Private Banks, Advisors, and Asset Managers

The toolkits also differ. Hedge funds deliver asset management, quarterly reports, and access to their chosen strategies. But they stop there.

Family offices build a full ecosystem of wealth management tools:

Private banks for custody and liquidity
Financial advisors for planning, education, and monitoring
Investment managers for specialized mandates
Independent reporting platforms to consolidate data across investment portfolios

The purpose is to maintain oversight. Where hedge funds sell a strategy, family offices buy transparency. This often includes engaging a private wealth management firm or technology platform that can provide personalized reporting and governance.

Everyday Expenses vs Generational Legacy Planning

Another dividing line lies in scope. Hedge funds are not built to manage cash flow, bills, or philanthropy. Their role begins and ends with market strategy.

Family offices cover the entire spectrum, from everyday expenses like payroll and administration to legacy planning across generations. Services can extend to property management, concierge support, or even philanthropy. These are the human side of finance. Some offices provide personalized services centered around lifestyle management, while others focus on institutional-grade reporting.

Structural Choices

Personalized Services vs Institutionalized Strategies

Structural design highlights another difference between a family office vs hedge fund.

Family offices are built to provide personalized services. A single-family office might tailor reporting, philanthropy, and governance for one lineage, while a multi-family office spreads resources across several families but still adapts to individual needs. The best offices provide personalized services centered around estate planning, education, and succession. Their flexibility is why many family offices act less like institutions and more like partners.
Hedge funds, by contrast, are designed as institutionalized strategies. They offer scale, liquidity, and standardized mandates but little room for customization. Hedge fund managers must serve all limited partners equally. Families may gain access to sophisticated strategies, yet they lose the control that defines a family office.

This structural contrast is decisive. Many family offices evolve toward hybrid models, blending direct investments with institutional partnerships. Hedge funds remain important for diversification, but family offices and hedge funds serve different ends.

Family Offices and Hedge Funds: Where They Overlap

At first glance, family offices and hedge funds seem to operate in different spheres. One exists to preserve family wealth across generations, the other to maximize returns for institutional investors and high-net-worth individuals. Yet in practice, there are areas where the two converge.

Shared features include:

Capital deployment: both structures run complex investment strategies, often spanning alternative investments, private equity firms, and public markets
Tools and reporting: both use technology platforms, independent custodians, and risk controls to track investment performance and exposures
Talent flow: professionals move between structures, bringing hedge fund sophistication into family office governance and operations

A growing area of overlap is migration. Hedge fund managers increasingly convert their hedge fund vehicles into single-family offices after returning capital to outside shareholders.

The reason is clear:

High compliance and operating costs weigh heavily on hedge funds that serve as regulated wealth managers
A family office structure allows managers to continue deploying capital with the same expertise, but for the benefit of their own family members

This trend reflects how offices and hedge funds borrow from each other. Hedge funds are adding stronger governance practices, while family offices and hedge funds are adopting institutional-grade reporting.

Overlap shows shared tools and talent, but not shared purpose. Hedge funds transform portfolios through scale. Family offices transform wealth by embedding those strategies into governance, continuity, and legacy.

The table below summarizes the key differences and areas of overlap, giving families a clear view of where the two models diverge and where they converge.

Dimension	Family Offices	Hedge Funds	Where They Overlap
Purpose	Preserve capital, embed governance, sustain legacy for family members	Maximize returns, benchmarked quarterly	Both seek to compound capital
Clients	Wealthy families, heirs, and trusts	High-net-worth investors and institutional investors	Both serve sophisticated investors
Services	Tax and estate planning, succession, philanthropy, property management, personalized services	Asset management and strategy execution	Both offer reporting and risk analytics
Strategy	Family offices typically invest in private equity, venture capital, direct investments, and private corporations	Hedge funds invest in public markets, financial derivatives, leverage, and other alternative investments	Both pursue diversification and scale
Horizon	30–100 years; continuity tied to family investment horizon and legacy	Average lifespan 6–7 years (Goldman Sachs, 2020); quarterly performance cycles	Both adapt allocations to changing markets
Governance	Formal family governance structures, values, and succession drive decisions	Limited partner agreements; regulatory oversight by the Securities and Exchange Commission	Both require disciplined investment policies
Talent Flow	Offices hire ex-fund professionals for strategy and governance	Hedge fund managers often migrate to single or multi-family offices after returning capital	Shared expertise and practices

Decision Framework & Future Lens

Choosing the Right Path: Which Model Fits Your Family’s Goals?

The choice between a family office a hedge fund is not about which produces higher returns in a single year. It is about structure, purpose, and investment horizon.

Family offices focus on multi-decade continuity, embedding governance, tax and estate planning, and legacy planning into every allocation
Hedge funds tend to optimize quarterly results, measured against benchmarks rather than family objectives

Questions to Ask Before Committing Capital

Families considering allocations or structure should ask:

What is our true risk appetite: preservation or growth at all costs?
Do we need personalized services like property management and succession support, or only access to sophisticated strategies?
How much transparency do we require in investment performance and reporting?
Are we better served by external asset management or by building a system where family offices manage governance and capital in-house?
Which investment strategy aligns with our goals: liquidity-driven or legacy-driven?

Can Family Offices Surpass Hedge Funds in Scale and Reach?

The lines between family offices and hedge funds are blurring in practice, as hedge fund managers, strategies, and reporting tools increasingly migrate across both models. Hedge funds transform portfolios through scale and leverage, while family offices are scaling globally to compete on access and sophistication. Some of the world’s family offices already rival mid-sized hedge funds in assets and influence.

What could tilt the balance?

Technology adoption: independent platforms and wealth management tools are closing reporting gaps
Direct access: family offices invest in alternative investments and private markets, once dominated by hedge funds
Migration of talent: more hedge fund managers are establishing multi-family offices to manage personal and generational wealth

Hedge funds may dominate quarterly performance, but family offices are built for permanence. The model that wins the next decade will be the one that balances returns with governance, transparency, and purpose.

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uses the Software Platform on or in connection with any hardware or software not specified in the Documentation, provided that the warranties in this Section shall continue to apply to Software that is installed or used on any hardware, software, configuration or operating system in accordance with the Documentation; or
misuses the Software, including any use of the Software other than as specified in the Documentation.
During the Term of this Agreement, if the Software fails to perform substantially in accordance with the Documentation, and such failure is not excluded from warranty pursuant to Clause 12.1, the Company will, at its sole option, use commercially reasonable efforts to repair the Software, provided that Licensee provides Company with all information which the Company requests to resolve the reported failure, including sufficient information to enable the Company to recreate such failure. Provided further that, the Licensee shall within 5 days after such failure has occurred, notify in writing to the Company informing about the failure. The Licensee acknowledges and agrees that the Software Platform may produce inaccurate results because of a failure or fault within the Software Platform for reasons not attributable to the Company or failure by Licensee to properly use and/or deploy the Software Platform. The Licensee assumes full and sole responsibility for any use of the Software Platform and bears the entire risk for failures or faults within the Software Platform on account of reasons not attributable to the Company. Licensee agrees that regardless of the cause of failure or fault or the form of any claim, the Company’s obligation if any shall be governed by this Agreement. Further, the Licensee acknowledges that the remedies set forth in this Clause 12.3 are Licensee’s sole remedies and Company’s sole liability with respect to the warranties provided in this Clause 12.
The software and documentation are provided to licensee on an “as is where is” basis and with all faults and defects without warranty of any kind other than as expressly set forth in this Clause 12. The Company, on its own behalf and on behalf of its affiliates expressly disclaims all warranties, whether express, implied, statutory or otherwise, with respect to the software and documentation, including all implied warranties of merchantability, fitness for a particular purpose, and warranties that may arise out of course of dealing, course of performance, usage or trade practice. Without limitation to the foregoing, the Company provides no warranty or undertaking, and makes no representation of any kind that the licensed Software Platform will meet the Licensee’s requirements, achieve any intended results, operate without interruption, meet any performance or reliability standards or be error free or that any errors or defects can or will be corrected.
The Licensee represents and warrants that it has due authorisations to enter into this Agreement and perform its obligations. Further, the Licensee represents and warrants that its is not barred under law, contractually or otherwise to enter into this Agreement and perform its obligations.

Limitation of liability

The Company and its affiliates, shall not be liable to the Licensee or to any third party for any use, interruption, delay or inability to use the software, lost revenues or profits, delays, interruption or loss of services, business or goodwill, loss or corruption of data, loss resulting from system or system service failure, malfunction or shutdown, failure to accurately transfer, read or transmit information, failure to update or provide correct information, system incompatibility or provision of incorrect compatibility information, or breaches in system security, or for any consequential, incidental, indirect, exemplary, special or punitive damages, whether arising out of or in connection with this agreement, breach of contract, tort (including negligence) or otherwise, regardless of whether such damages were foreseeable and whether or not the Licensee was advised of the possibility of such damages.
In no event will the Company’s and its affiliates’, collective aggregate liability under or in connection with this Agreement or its subject matter, under any legal or equitable theory, including breach of contract, tort (including negligence), strict liability and otherwise, exceed the total amount paid to the Company under this agreement for immediately preceding three month period.

Export Regulation.

The Software Platform may be subject to US export control laws, including the US Export Administration Act and its associated regulations. The Licensee shall not, directly or indirectly, export, re-export or release the Software Platform to, or make the Software Platform accessible from, any jurisdiction or country to which export, re-export or release is prohibited by law, rule or regulation. The Licensee shall comply with all applicable federal laws, regulations and rules, and complete all required undertakings (including obtaining any necessary export license or other governmental approval), prior to exporting, re-exporting, releasing or otherwise making the Software Platform available outside the US.

Indemnification

Licensee hereby agrees to indemnify the Company and its officers, directors, employees, agents, and representatives (“Indemnified Person”) from each and every demand, claim, loss, liability, or damage of any kind, including actual attorney’s/legal fees, whether in tort or contract, that may incur by reason of, or arising out of, any claim which is made by either the Licensee and/or any third party against the Indemnified Person with respect to any breach or violation of this Agreement by the Licensee or any claims based on Licensee’s and/or its client’s use of the Software Platform.

Miscellaneous.

Governing Law: This Agreement is governed by and construed in accordance with the internal laws of United States of America without giving effect to any choice or conflict of law provision or rule that would require or permit the application of the laws of any other jurisdiction. Any disputes arising from or related to this Agreement or any Company Software or service shall be subject to the exclusive jurisdiction and venue of the courts situated in New York, and both Parties hereby consent to such jurisdiction and venue.
Force Majeure: The Company will not be responsible or liable to the Licensee, or deemed in default or breach hereunder by reason of any failure or delay in the performance of its obligations hereunder where such failure or delay is lockdowns, due to strikes, labor disputes, civil disturbances, riot, rebellion, invasion, pandemic, epidemic, hostilities, war, terrorist attack, embargo, natural disaster, acts of God, flood, fire, sabotage, fluctuations or non-availability of electrical power, heat, light, air conditioning or any other circumstances caused beyond the Company’s reasonable control (“Force Majeure Event”). It is hereby clarified that the Licensee’s payment obligation shall continue during the Force Majeure Event.
Notices: All notices, requests, consents, claims, demands, waivers and other communications hereunder shall be in writing and shall be deemed to have been given: (a) when delivered by hand (with written confirmation of receipt); (b) when received by the addressee if sent by a nationally recognized overnight courier (receipt requested); (c) on the date sent by e-mail (with confirmation of transmission) if sent during normal business hours of the recipient, and on the next business day if sent after normal business hours of the recipient; or (d) on the third day after the date mailed, by certified or registered mail, return receipt requested, postage prepaid.
Entire Agreement: The terms and conditions of this Agreement, including its exhibits, constitutes the entire agreement between the parties with respect to the subject matter hereof, and merges and supersedes all prior and contemporaneous agreements, understandings, negotiations and discussions. Neither of the parties shall be bound by any conditions, definitions, warranties, understandings, or representations with respect to the subject matter hereof other than as expressly provided herein. The section headings contained in this Agreement are for reference purposes only and shall not affect in any way the meaning or interpretation of this Agreement. No oral explanation or oral information by either party hereto shall alter the meaning or interpretation of this Agreement. No amendments or modifications shall be effective unless in a writing signed by authorized representatives of both parties. These terms and conditions will prevail notwithstanding any different, conflicting or additional terms and conditions which may appear on any purchase order, acknowledgment or other writing not expressly incorporated into this Agreement.
Assignment:

a. Licensee shall not assign or otherwise transfer any of its rights, or delegate or otherwise transfer any of its obligations or performance, under this Agreement, in each case whether voluntarily, involuntarily, by operation of law or otherwise, without Company’s prior written consent, which consent Company may give or withhold in its sole discretion. For purposes of the preceding sentence, and without limiting its generality, any merger, consolidation or reorganization involving Licensee (regardless of whether Licensee is a surviving or disappearing entity) will be deemed to be a transfer of rights, obligations or performance under this Agreement for which Company’s prior written consent is required. No delegation or other transfer will relieve Licensee of any of its obligations or performance under this Agreement. Any purported assignment, delegation or transfer in violation of this Clause 16.5 is void. The Company may assign or otherwise transfer all or any of its rights, or delegate or otherwise transfer all or any of its obligations or performance, under this Agreement without Licensee’s consent. This Agreement is binding upon and inures to the benefit of the parties hereto and their respective permitted successors and assigns.

b. This Agreement is for the sole benefit of the parties hereto and their respective successors and permitted assigns and nothing herein, express or implied, is intended to or shall confer on any other Person any legal or equitable right, benefit or remedy of any nature whatsoever under or by reason of this Agreement.

Amendment and Waiver: This Agreement may only be amended, modified or supplemented by an agreement in writing signed by each party hereto. Failure or neglect by the Company to enforce at any time any of the provisions hereof shall not be construed nor shall be deemed to be a waiver of the Company’s rights hereunder nor in any way affect the validity of the whole or any part of this License nor prejudice the Company’s rights to take subsequent action.
Reservation of Rights and Remedies: The Company reserves all of its rights to proceed to enforce its rights in connection with all rights not expressly granted to the Licensee in this Agreement.
Severability: If any term or provision of this Agreement is invalid, illegal or unenforceable in any jurisdiction, such invalidity, illegality or unenforceability shall not affect any other term or provision shall to that extent be severed from the remaining terms, conditions and provisions which shall continue to be valid to the fullest extent permitted by law.
Interpretation: For purposes of this Agreement, (a) the words “include,” “includes” and “including” shall be deemed to be followed by the words “without limitation”; (b) the word “or” is not exclusive; and (c) the words “herein,” “hereof,” “hereby,” “hereto” and “hereunder” refer to this Agreement as a whole. Unless the context otherwise requires, references herein: (x) to Sections and Exhibits refer to the Sections of, and Exhibits attached to, this Agreement; (y) to an agreement, instrument or other document means such agreement, instrument or other document as amended, supplemented and modified from time to time to the extent permitted by the provisions thereof and (z) to a statute means such statute as amended from time to time and includes any successor legislation thereto and any regulations promulgated thereunder. This Agreement shall be construed without regard to any presumption or rule requiring construction or interpretation against the party drafting an instrument or causing any instrument to be drafted. The headings in this Agreement are for reference only and do not affect the interpretation of this Agreement.
Independent Development: This Agreement does not preclude the Company from evaluating, acquiring from third parties not a party to this Agreement, independently developing or marketing similar technologies or products, or making and entering into similar arrangements with other companies. The Company is not restricted by this Agreement to make such products or technologies available to third parties.
Disclaimer: The Software Platform is subject to the Disclaimer set out in the Appendix V of this Agreement.

Appendix IV : Privacy Policy

The Customer can access the privacy policy of the Company at the following link: Privacy Policy

Appendix V: Disclaimer

All of the operating procedures with respect to the Software Platform have been designed based on the Company’s experience in working with hundreds of global family offices. Under no circumstances should any person using the Software Platform should make investment decisions based solely on the information setout therein. The Company is not a qualified financial advisor and the Licensee should not construe any information discussed herein to constitute investment advice. The information in the Software Platform is not meant to be, and should not be construed as advice or used for investment, financial planning, legal, accounting, or tax purposes. The Licensee agrees to consult with a registered investment advisor, which the Company is not, prior to making any investment/trading decision of any kind. No representation is being made that any account will or is likely to achieve profits or losses similar to those shown. It must be implemented as per individual family office requirements in consultation with the family office’s local accounting and legal professionals.
The Software Platform is based upon information that is relevant while making investment decisions and the Company considers it reliable, but the Company does not represent that it is accurate or complete, and that it should be relied upon, as such. The Licensee should not rely solely on the information in making any investment. Rather, the Licensee should use the information only as a starting point for doing additional independent research in order to allow the Licensee to form its own opinion regarding investments. All recommendations, advice or opinions cited are the professional views of the Company. The Licensee must act upon them with due diligence.
The Company is neither registered as a wealth advisor, wealth manager, investment advisor nor soliciting any investment in any jurisdiction. Further, the Company does not accept any responsibility or liability for the actions or inactions on the part of any individual or firm stemming from the information mentioned in the Software Platform. The Licensee is solely responsible for verifying the information as being appropriate for the Licensee’s use, including without limitation, seeking the advice of a qualified professional regarding any specific financial, legal, accounting, or tax questions that the Licensee may have.
The Company makes no warranties and gives no assurances regarding the truth, timeliness, reliability, or good faith of any material/factual data in the Software Platform. The Company does not warrant that investment/trading methods or systems presented in the manual will result in profits or losses. The Company makes no guarantees as to the accurateness, quality, or completeness of the information and the Company shall not be responsible or liable for any errors, omissions, inaccuracies in the information or for Licensee’s reliance on the information Vis-à-vis the Software Platform.