Multi-Family Office Minimum Net Worth Explained: When Families Should Consider the Model

12 Sep 2025

What Is a Family Office and Why Families Create Them

A family office is a dedicated structure that manages a family’s financial affairs in one place. It goes beyond private banking by integrating wealth management, tax planning, and family governance under a single framework. The purpose is simple: preserve and grow the family’s wealth while keeping financial decisions aligned with the family’s values.

The Rockefeller family is often credited with creating the first modern single-family office in the nineteenth century. Today, that model has expanded globally, with single-family offices for ultra-wealthy households like the Waltons, and multi-family offices serving groups of families with shared infrastructure.

Core Family Office Services

A well-structured office typically delivers services across five pillars:

Investment management:
- Design and monitoring of family office portfolios
- Allocation across asset classes, including private equity, venture capital, hedge funds, and private investments
- Oversight of investment strategies to ensure a balance between growth and preservation
Financial planning:
- Cash flow management
- Retirement and education planning
- Liquidity planning for major family needs
Tax services:
- Complex tax planning and compliance across jurisdictions
- Structuring for efficiency and transparency
Estate and succession planning:
- Wealth transfer via trusts and holding companies
- Frameworks for continuity and governance
Risk management:
- Insurance audits and coverage
- Asset protection and regulatory compliance
Concierge and lifestyle management:
- Bill payment, property oversight, travel, and other services
Family governance and education:
- Creation of family charters
- Conflict resolution mechanisms
- Next-generation training and education programs

Why Family Members Turn to Dedicated Offices

Family members establish offices to protect, preserve, and grow wealth across generations. For many families, managing wealth through a bank or individual advisor eventually becomes insufficient. As portfolios grow and family structures expand, the need for a dedicated team becomes clear. The rationale is not only financial performance but also alignment of decisions with family priorities:

Continuity: Ensuring the smooth transfer of assets to future generations.
Control: Maintaining direct oversight of investments instead of outsourcing to external traditional funds.
Customization: Designing investment strategies tailored to family needs, not generic benchmarks.
Resilience: Embedding governance structures that reduce disputes and prevent value erosion.

For example, European families such as the Pictets in Switzerland or the Rockefellers in the U.S. have built offices that not only manage wealth but also act as strategic hubs for direct investments and global partnerships.

For wealthy families, the family office is the cornerstone of long-term resilience. It is less about chasing quarterly returns and more about growing wealth while protecting legacy. A family office is not an administrative luxury. It is the operating system that preserves capital, enforces governance, and sustains legacy across generations.

Single vs Multi-Family Offices: Which Model Fits Your Wealth

The choice between a single-family office and multi-family offices depends on three factors: minimum net worth, the scale of the family’s wealth, and the level of personalized services that the family expects. Both structures manage a family’s financial affairs with discipline, but they differ in cost, complexity, and accessibility.

A single-family office is built for one family and usually requires a significant wealth of US$100–150 million or more. Families carry the expense of a dedicated team and infrastructure.

Multi-family offices spread costs by serving multiple families. This creates cost efficiency by pooling resources, allowing each family to benefit from lower individual expenses while still accessing institutional-grade family office services.

In practice, the right choice depends on whether you prioritize exclusivity and highly personalized services, or whether shared resources and cost efficiency better match your situation.

Single-family Office: Focus on One Family’s Wealth

A single-family office serves only one family. It is often chosen when the net worth is too complex for banks or advisors and when privacy is critical.

Key characteristics:

Exclusive focus: The office manages the entire family’s financial affairs in alignment with the family’s values.
Highly personalized services: Every element of investment management, estate planning, and reporting is tailored.
Complete control: Families decide on investment strategy, reporting style, and staffing of financial advisors and investment professionals.
Costs: Building a full-fledged family office is expensive. Families must fund the systems, staff, and infrastructure of a dedicated team.

This model is most relevant for families with significant wealth who want discretion, deep customization, and complete alignment of the office with their family’s wealth and long-term vision.

Multi-Family Office: Services for Multiple Families

Multi-family offices pool resources to deliver comprehensive financial services at a lower entry threshold than a dedicated family office. A multi-family office is a service model that caters to multiple families, offering a range of financial and personal management services with shared resources, often serving those who may not require or afford a private family office. They are especially attractive for affluent families and high-net-worth families that reach the minimum net worth threshold of US$25–50 million.

Key characteristics

Shared expertise: A team of financial advisors provides services such as tax planning, risk management, and concierge services to multiple clients.
Cost efficiency: Fees are shared among several families, making access more affordable.
Breadth of services: Families benefit from multi-family office services that include asset allocation, private equity, venture capital, and tailored investment strategies.
Governance and education: Support often extends to family governance and next-generation training, ensuring continuity across multiple generations.
Trade-offs: While families gain scale and cost efficiency, the level of personalized services may be less than what a single-family office can deliver.

For families not yet ready to fund a dedicated team, a multi-family office makes sense. It provides institutional-grade wealth management and reporting without the full cost of building a standalone operation.

Minimum Net Worth Threshold for a Multi-Family Office

Families often begin considering a multi-family office once their net worth reaches around US$25–50 million in investable assets. Below this level, private banking and individual advisors can usually manage the complexity. Beyond it, the benefits of pooled infrastructure, shared financial advisors, and professional governance outweigh costs.

A single-family office usually requires US$100 million or more because of higher running costs. According to the UBS Global Family Office Report 2023, the average family office manages US$1.1 billion in assets on behalf of client families, which illustrates the scale at which dedicated structures typically operate.

When Does a Family Office Make Sense?

A family office makes sense when a family’s financial situation becomes too complex for banks or fragmented advisors.

Typical triggers include

The family’s wealth is spread across multiple businesses, real estate, and private equity holdings.
Multiple generations require structured succession planning and family governance.
Consolidated financial planning, tax services, and risk management cannot be coordinated by a single advisor.
Families want continuity of their family’s values, not just their assets.

Campden Wealth reports there are more than 7,000 family offices globally, managing an estimated US$6 trillion in assets (Campden Wealth, 2023). This growth reflects demand for unified structures once complexity rises.

When a Multi-Family Office Is the Right Model

Typical threshold: US $25–50 million in investable assets.

Why it works:

Creates cost efficiency by serving multiple families and sharing reporting infrastructure, technology, and dedicated teams of advisors.
Grants access to comprehensive financial services, including investment management, concierge services, tax planning, and estate planning.

Best suited for:

Affluent families and high-net-worth families that want institutional-grade services without funding a full-fledged family office.

When a Dedicated Single-Family Office Is Required

Typical threshold: US $100–150 million or more in net worth.

Why it works:

The family’s financial affairs are too large or complex to share with multiple clients.
Provides highly personalized services, privacy, and complete control.
Supports large investment portfolios and complex holdings across jurisdictions.

Best suited for:

Ultra high net worth families with complex global operations.
Families that prioritize privacy and want a dedicated family office aligned only with their needs.

A single-family office typically costs US$1–2 million annually to run, making it efficient only when wealth crosses the US$100 million+ threshold (RBC Wealth Management, 2024).

Factor	Multi-family Office (MFO)	Single-family Office (SFO)
Typical threshold	~ US$25–50 million in investable assets	~ US$100–150 million or more in net worth
Cost efficiency	Costs are shared across multiple families	Family bears the full cost of staff, systems, and infrastructure
Services provided	Access to comprehensive financial services (tax, risk, concierge, investment management)	Full control over services, often highly specialized
Best suited for	Affluent families or high-net-worth families are not ready to fund a full operation	Ultra high net worth families seeking privacy and control
Personalization	High, but sometimes less than a dedicated office	Fully highly personalized services tailored to one family
Team structure	Shared pool of financial advisors and specialists	Dedicated team serving only one family

Why a Dedicated Team Matters at Scale

A dedicated team prevents gaps between services such as investment management, tax planning, estate planning, succession planning, and lifestyle management. Without integration, families face duplicate costs or missed compliance.

The UBS Global Family Office Report 2023 found that families with integrated teams reduced operational inefficiencies and reported better decision-making across multiple generations (UBS, 2023).

Key Factors in Deciding on a Multi-Family Office

Families should evaluate:

Scale of wealth – whether the minimum net worth justifies the cost.
Family members involved – more members increase reporting and governance needs.
Services required – from tax services to concierge services.
Investment strategy – complex or alternative investments often demand professional oversight.

Costs and Fee Structures Explained

Multi-family offices charge either asset-based fees or flat fees. Cost efficiency improves when several families share financial advisors, technology, and reporting infrastructure.

Multi-family offices typically follow three models:

Fee Structure	Details	Best For
Asset-based Fees	0.25%–1.00% of assets under management	Families aligning fees with portfolio growth
Flat Retainer	Fixed annual fee based on services provided	Families wanting predictable costs
Hybrid Model	Mix of asset-based and flat retainer fees	Families with diverse service needs

Campden Wealth’s 2024 report shows that average operating costs for smaller family offices (< US$500 m AUM) were US$1.8 million annually, compared with US$8.7 million for offices managing over US$1 billion (Campden Wealth, 2024). This demonstrates the economies of scale that multi-family offices can provide.

How to Choose a Family Office

Choosing the right family office is one of the most important decisions for wealthy families and high-net-worth families who want to protect and grow their family’s wealth across generations. The right structure depends on scale, complexity, and the balance between cost efficiency and highly personalized services.

Understand the Available Models

Families must first evaluate which type of office fits their circumstances:

Traditional family office: A single-family office serving one family, typically viable once wealth exceeds US $100 million. Offers full control and a dedicated team, but at a higher cost.
Multi-family office: A shared platform serving multiple clients and several families, often suitable for US$25–50 million upward. Provides access to comprehensive financial services such as investment management, tax planning, and estate planning, with greater cost efficiency.
Outsourced family office: Families contract specialists to handle selected functions like reporting, wealth management services, or tax and estate planning, without building a permanent structure.

Key Criteria for Selecting the Right Office Model

Choosing between a single-family office, a multi-family office, or an outsourced family office requires clarity on what matters most. The right decision depends on wealth, complexity, and long-term priorities. Families should weigh the following criteria:

Investment Management Capabilities

Evaluate the office’s expertise in handling investment portfolios. The strongest offices combine disciplined asset allocation, robust risk management, and access to private equity, venture capital, and other alternatives. Families should also confirm whether qualified investment professionals and financial advisors will oversee execution.

Minimum Net Worth Requirements

Thresholds matter. A multi-family office typically welcomes families with a minimum net worth of around US $25–50 million, providing access to a dedicated team and institutional-grade family office services. A single-family office usually requires US$100 million or more, offering full control and highly personalized services.

Fee Structure

Families should scrutinize how fees are charged. Models vary:

Asset-based fees tied to AUM (0.25–1%)
Flat retainers linked to services provided
Hybrid models combining both

The office’s fee structure should align with the family’s investment objectives and expectations for cost efficiency.

Level of Personalized Service

Different models offer different levels of customization.

Multi-family offices deliver comprehensive financial services at scale, balancing breadth with cost efficiency.
Single-family offices deliver highly personalized services, with every aspect of the family’s financial affairs tailored to one family.

Experience Serving Multiple Families

When considering a multi-family office, assess its track record in serving multiple families. The best offices can balance the needs of several families and multiple clients without diluting quality or responsiveness.

Comprehensive Service Offering

Strong family offices go beyond investments. They provide:

Tax planning and tax services
Estate planning and succession planning
Family governance and next-gen education

This breadth ensures all aspects of the family’s wealth and the family’s values are preserved.

Dedicated Team and Succession Planning

Continuity matters. Look for an office with an experienced, dedicated team and a clear plan for leadership transition. Families should confirm how succession planning is managed internally to avoid disruption and ensure long-term governance.

By weighing these criteria, wealthy families can identify the right model, whether a multi-family office, a single-family office, or an outsourced family office. The best choice balances minimum net worth requirements, services provided, and expectations for privacy, governance, and continuity of the family’s financial affairs.

Questions to Ask During the Evaluation Process

Selecting the right office requires more than reviewing brochures or presentations. Families should ask clear, practical questions to confirm that the model, whether multi-family office, single-family office, or outsourced family office, truly aligns with their family’s financial affairs and long-term goals.

Investment Strategy and Risk Management

What is your approach to building and monitoring investment portfolios?
How do you manage asset allocation, exposure to private equity, venture capital, and alternatives?
What frameworks do you use for risk management and risk tolerance across client families?

Fee Structure and Transparency

How is your fee structure designed?
Which services provided are included in the base model, and what might be billed separately (for example, legal services or concierge services)?
Do you benchmark fees against other family offices in the market?

Families should look for clarity upfront to avoid hidden charges, especially in wealth management services.

Personalized Service and Day-to-Day Oversight

What level of personalized services can our family expect?
How will our family’s financial affairs be managed daily, and who will serve as our point of contact?
Do we receive direct access to a dedicated team of financial advisors and investment professionals?

This is especially important for ultra-high net worth families who expect consistent attention and alignment with their family’s values.

Tax, Estate, and Succession Planning

How do you handle tax planning, tax services, and compliance across jurisdictions?
What is your process for estate planning and succession planning?
Do you integrate tax and estate planning technology to improve reporting and accuracy?

These questions confirm whether the office can protect and transfer the family’s wealth across multiple generations.

Experience With Families Like Yours

What experience do you have serving multiple families with similar complexity and goals?
Can you provide references from other wealthy families or affluent families you currently serve?
How do you balance the needs of several families without diluting quality?

Family Dynamics and Governance

How do you address family dynamics, family governance, and the family’s values in your service model?
Do you run programs that prepare the next generation for responsibility?
How do you handle philanthropy and impact investing requests?

Lifestyle and Concierge Services

What concierge services and lifestyle management support are available?
Do these include travel planning, household accounting, or management of luxury assets?
Are such services part of the base package or billed separately?

Red Flags and Common Pitfalls to Avoid

Even as multi-family offices and single-family offices expand in popularity, not all deliver the level of professionalism and transparency that wealthy families expect. Families evaluating options should be vigilant about these common warning signs.

Opaque or Complicated Fee Structures

A lack of clarity in the fee structure is one of the biggest red flags. Families should avoid offices that cannot clearly explain:

Which services are provided included in the base agreement
How costs are calculated for additional support, such as concierge services or legal services
Whether asset-based, flat, or hybrid models are applied consistently

Limited Experience in Investment Management

Some offices promote access to private equity or venture capital but lack a proven track record in overall investment management. Families should be cautious if:

The office cannot show experience managing diversified investment portfolios.
There is little evidence of risk controls tailored to the family’s risk tolerance and investment objectives.

Insufficient Focus on Family Governance and Succession Planning

If an office overlooks family governance or lacks a plan for succession planning, families risk disputes or leadership vacuums. Good offices provide:

Structures that protect the family’s values
Conflict resolution mechanisms
Clear roadmaps for next-generation leadership

Lack of Highly Personalized Services

If an office cannot demonstrate highly personalized services tailored to the family’s needs, it may not be a fit. Warning signs include:

Over-reliance on generic templates for reporting or planning
Limited willingness to adapt to unique family dynamics or philanthropic goals

Misalignment with Investment Strategies

The office’s approach to investment strategies must match the family’s long-term vision. Red flags include:

Emphasis on short-term gains without regard for stability
Misalignment between capital preservation, growth, or balanced strategies and the family’s stated investment objectives

Neglect of Estate Planning and Tax Planning

Comprehensive wealth management requires robust planning in both estate planning and tax planning. Families should avoid offices that:

Provide only basic compliance instead of strategic structuring
Lack integration between tax services and estate structures
Fail to coordinate with outside advisors for complex family’s wealth planning

What Families Gain From Joining a Multi-Family Office

Joining a multi-family office gives families structured access to expertise, scale, and efficiency. The services offered by multi-family offices are broad and highly customized, encompassing comprehensive financial, estate, and lifestyle management tailored to each family’s unique needs. Beyond cost savings, the model offers family office services that integrate financial management, governance, and next-generation preparation. Families also benefit from pooled financial advisors, reporting tools, and a dedicated team that ensures continuity.

Investment Management and Portfolio Oversight

Multi-family office services deliver professional oversight of the investment portfolio and long-term investment strategies. Families benefit from institutional-grade opportunities that individual investors cannot typically access.

Key services provided:

Asset allocation across equities, bonds, private equity, venture capital, and hedge funds.
Integrated risk management tailored to objectives and risk tolerance.
Access to private investments, direct deals, and co-investments through networks of investment professionals.

Financial Planning for Long-Term Security

MFOs also deliver concierge services and tailored lifestyle management to simplify the personal side of wealth.

Examples of services provided:

Household accounting, property management, and bill payments
Travel planning and luxury asset oversight for yachts, estates, and aircraft
Customized services designed to match individual preferences of family members

Lifestyle Management and Concierge Services

MFOs go beyond finance by offering concierge services and lifestyle management tailored to family members.

Examples include:

Household accounting, bill payments, and property management
Travel planning and luxury asset oversight for estates, yachts, or aircraft
Custom services that adapt to each family’s unique lifestyle

These services free up time while ensuring integration between lifestyle needs and broader wealth management.

Governance and Next-Gen Education

Structured family governance provides stability, while education ensures that the family’s financial affairs are understood by future leaders.

Typical features include:

Written family charters defining governance and decision-making.
Conflict resolution processes that protect harmony across client families.
Next-generation education in investment management and stewardship of the family’s values.

Challenges and Considerations Before Joining

Even though multi-family offices provide access to professional family office services, families must carefully weigh challenges before joining. For families with less complex needs or lower net worth, working with a trusted team of financial advisers, accountants, and attorneys may be a more efficient and cost-effective alternative to establishing or joining a family office. The decision is not only about crossing a minimum net worth threshold but also about aligning expectations, governance, and service models with the complexity of the family’s wealth.

Balancing Family’s Wealth With Service Expectations

Families need to ensure that their financial management needs match the range of services provided. Paying for a broad suite of services may not make sense unless the family members truly require integrated tax planning, estate planning, and lifestyle management under one roof.

Affluent families in the US $25–50 million range often prioritize cost efficiency.
Ultra-high net worth families above US$100 million may prefer a dedicated family office for highly personalized services.

This decision also depends on whether the family prefers a traditional family office model or embraces the flexibility of a multi-family office structure.

Privacy and Confidentiality Across Multiple Clients

Since multi-family offices serve multiple clients and sometimes several families, safeguarding sensitive financial data is critical. Families must evaluate whether governance protocols, cybersecurity, and access controls are robust enough.

Potential Dilution of Personalized Service

By serving multiple families, an office risks spreading its dedicated team too thin. This can reduce the level of personalized services compared to a single-family office.

Families should ask whether the office employs enough investment managers and investment professionals to deliver quality oversight.
They should also clarify how tailored financial services will be maintained even when resources are shared.

This trade-off is a common concern for wealthy families that expect white-glove service.

Alignment of Family Values and Investment Strategy

Different families in a multi-family office may have divergent investment objectives and philosophies. One family may prefer growth through venture capital and private investments, while another may lean on defensive portfolio management.

Good governance ensures that each family office makes sense for the participating families. Strong offices use family charters, values statements, and advisory boards to align the family’s values with investment oversight.

Cost Transparency and Fee Structures

Before committing to a multi-family office, families must carefully review how fees are structured and disclosed.

Key questions to ask:

Is the fee model asset-based, a flat retainer, or hybrid?
Are costs for concierge services and lifestyle management included, or billed separately?
How will services provided be itemized in contracts?
Are third-party manager fees, such as for investment professionals, passed directly to the family or bundled?

Risks to watch:

Double charging: Families sometimes pay both the MFO’s management fee and the underlying fund’s fees without clarity.
Hidden costs: Travel management, special projects, or legal services may sit outside standard agreements.
Benchmarking: Offices that cannot clearly explain their fee structure may not align with the family’s expectations.

Transition Complexity From Private Bank or Single FO

Moving from private banking or a single-family office into a multi-family office requires care. Legal structures, reporting systems, and the family’s financial affairs must be restructured.

Transition often involves reconciling financial data across multiple custodians.
Families should ensure legal services are included to manage contracts and compliance.
Poor planning can duplicate costs or delay reporting.

This is one reason many other families hesitate to migrate, even when many family offices demonstrate proven efficiency.

The Future of Multi-Family Office Services

The landscape of multi-family offices is evolving rapidly. Once viewed as an alternative to the traditional family office, they are now a mainstream choice for affluent families and even ultra-high-net-worth families who prefer flexibility, scale, and innovation.

The UBS Global Family Office Report 2023 noted that 67% of family offices expect to increase their use of technology, while 44% anticipate outsourcing more functions to keep costs predictable (UBS, 2023).

Outsourced Family Office Options

An increasing number of families are turning to outsourced family office models. These platforms replicate the coordination of a full-fledged family office but without the overhead of managing staff and systems directly.

Why outsourcing is growing:

Cost control: Shared reporting and administration lower costs compared to a single-family office.
Access to specialists: Families gain financial advisors, tax experts, and governance professionals without hiring in-house.
Flexibility: Outsourcing allows scaling of services provided as the family’s wealth grows.

This is especially attractive for families in the US $25–100 million range that find private banking too narrow but are not ready for the cost of a dedicated entity.

According to Deloitte, over 60% of family offices now outsource at least one core function, particularly technology and compliance.

Digital Tools in Wealth Management

Technology is reshaping how multi-family office services are delivered. Offices are adopting tools that rival those used by global banks, improving transparency and efficiency.

Key trends include:

Wealth management services that integrate consolidated reporting, investment dashboards, and financial data visualization.
Tax and estate planning platforms that streamline compliance and automate jurisdictional rules.
Tools that ensure sensitive data remains protected while improving collaboration with external legal services and auditors.

This digital transformation helps family offices offer the same sophistication as institutional managers while staying agile.

What Families Should Watch

Families evaluating the future of multi-family offices should focus on three areas:

Balance between outsourcing and control: Too much outsourcing may create dependency, while too little raises costs.
Integration of private banking and technology: Offices that combine digital solutions with advisory may outperform.
Alignment with long-term needs: As families grow in size and wealth, flexibility in wealth management and governance becomes critical.

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  - The Licensee shall not use the Software Platform into any country in violation of any export control laws or regulations.

Responsibility for Use of Software.

- - The Licensee is responsible and liable for all uses of the Software Platform through access thereto provided by Licensee, directly or indirectly. Specifically, and without limiting the generality of the foregoing, the Licensee shall at all times be responsible and liable for all actions and omissions of the Authorised Users. If the Company at any time determines that the Licensee’s use of the Software is in excess of the Scope then:

a. The Licensee shall, within thirty (30) days following the date of Company’s written notification thereof, pay to Company the additional License Fees for such excess use. In determining the License Fee payable pursuant to the foregoing, unless Licensee can demonstrate otherwise by documentary evidence, all previously unknown excess use of the Software shall be deemed to have commenced on the commencement date of this Agreement and the rates for such licenses shall be determined without regard to any discount to which the Licensee may have been entitled had such use been properly licensed prior to its commencement (or deemed commencement); and

b. The Company reserves the right to forthwith terminate this Agreement and initiate the legal proceedings against the Licensee for breach of terms of this Agreement and recovery of the amounts due.

- - The Licensee shall use commercially reasonable efforts to safeguard the Software Platform from infringement, replication in any form, misappropriation, theft, misuse, or unauthorized access. Licensee shall promptly notify the Company if Licensee becomes aware of any violation of Company’s Intellectual Property Rights in the Software Platform.

Support Services.

- - Subject to Clause 8.1, during the Term of this Agreement, the Company may provide basic software support services described in the pricing proposal as set out in Appendix I.
  - The Company shall have a right to stop providing support services if the Licensee and/or any of it Authorised Users:
  - breach any of the terms of this Agreement; or
  - use the Software Platform in excess or not in accordance with the Scope
  - The Company may provide updates and maintenance on the Software at its sole discretion.

Collection and Use of Information.

- - Licensee acknowledges that Company may, directly or indirectly through the services of Third Parties, collect and store information regarding use of the Software and about equipment on which the Software is used or through which it otherwise is accessed and used, through the provision of support services.
  - Licensee agrees that the Company may use such information for any purpose related to any use of the Software by Licensee or on Licensee’s equipment, including but not limited to:
  - improving the performance of the Software; and
  - verifying Licensee’s compliance with the terms of this Agreement and enforcing the Company’s rights, including all Intellectual Property Rights in and to the Software.

Confidential Information.

- - In connection with the performance of the Parties’ obligations under this Agreement, each Party may provide to the other Party, and the other Party shall have access to, the first Party’s Confidential Information. Notwithstanding any other content of this Clause 9, Licensee hereby permits the Company to use the Licensee’s name in the Company’s marketing material to the limited extent of identifying the Licensee as a customer that uses the Software Platform.

- - Each Party shall exercise due care to prevent the unauthorized use or disclosure of the other Party’s Confidential Information, and shall not, without the other Party’s prior written consent: (a) use the other Party’s Confidential Information for any purpose other than performing its obligations under this Agreement; or (b) disclose or otherwise make available, directly or indirectly, any item of the other Party’s Confidential Information to any person or entity other than those employees, independent contractors, agents or investigators of such Party and/or its affiliated entities (collectively, “Representatives“) who reasonably need to know the same in the performance of such Party’s obligations under this Agreement, or in order to make decisions or render advice in connection therewith. Each party shall protect the confidentiality of the Confidential Information of the other party with the same degree of care, as such party uses to protect its own Confidential Information, and in no event, less than reasonable care. For the convenience of the Parties, each Party acknowledges that unless precluded in writing by the other Party, Confidential Information may be transmitted to a Party and/or its Representatives via the Internet.

- - In the event of an actual or threatened breach of the above confidentiality provisions, the non-breaching Party shall have no adequate remedy at law and shall be entitled to immediate injunctive and other equitable relief, without bond and without the necessity of showing actual money damages.

Intellectual Property Rights.

Licensee acknowledges and agrees that the Software Platform is provided by the Company under a non-exclusive, non-transferable, non-sub-licensable, revocable license. The Licensee shall not have any interest in the Software Platform including but not limited to any ownership interest in the Software Platform or any other rights thereto other than to use the same in accordance with the terms of this Agreement. The Company reserves and retains its entire right, title and interest in the Software Platform and all Intellectual Property Rights arising out of or relating to the Software Platform. The Licensee shall use all efforts to safeguard the Software Platform from infringement, misappropriation, theft, misuse or unauthorized access. The Licensee shall promptly notify the Company if the Licensee becomes aware of any violation of the Company’s Intellectual Property Rights in the Software Platform and fully cooperate with the Company in any legal action taken by Company to enforce its Intellectual Property Rights. The Licensee acknowledges and agrees that the Licensee, and not the Company, shall be solely responsible for the investigation, defense, settlement and discharge of any intellectual property infringement claim or suit, or any other harm or damages resulting from Licensee’s use of or access to the Software Platform.

Term and Termination.

This Agreement and the license granted hereunder shall remain in effect for the term set forth in the order form as set out in Appendix I. The license is valid for a period of 12 months from the date of activation (“Term”) unless otherwise indicated in the order form as set out in Appendix I. This Agreement will renew automatically for another twelve month period at the expiration date (“Extended Term”) unless the Licensee provides a written notice of termination sixty (60) days prior to the date of expiry of the License.
Without prejudice to any other rights or remedies and notwithstanding anything contained in Clause 11.1 above, the Company shall have an unfettered right to terminate this Agreement at any time upon Licensee’s failure to comply with all the terms and conditions of this Agreement.
Company may terminate this Agreement, effective immediately, if the Licensee files itself, or any other Person has filed against the Licensee (and fails to obtain a dismissal within sixty (60) days thereof), a petition for voluntary or involuntary bankruptcy or pursuant to any other insolvency law, makes or seeks to make a general assignment for the benefit of its creditors or applies for, or consents to, the appointment of a trustee, receiver or custodian for a substantial part of its property.
Upon expiration or earlier termination of this Agreement, the license granted hereunder shall also terminate, and Licensee shall cease using and destroy (to the extent reasonably practicable) all copies of the Software Platform. No expiration or termination shall affect Licensee’s obligation to pay all Licensee Fees that may have become due before such expiration or termination, or entitle Licensee to any refund, in each case except as set forth in Clause 11.3.

Limited Warranties, Exclusive Remedy and Disclaimer/Warranty Disclaimer.

The Company warrants that, during the Term, the Software will substantially contain the functionality described in the Documentation, and when properly accessed and used on a computer (as per requirements specified in the Documentation) and operated in accordance with the Documentation the Software shall substantially perform in accordance therewith. However, the Company does not represent or warrant that any and/or all errors will be corrected and that any and/or all incidents will be prevented or corrected.
The warranties expressly set forth in this Clause will not apply and will become null and void (i) if Licensee breaches any provision of this Agreement, and/or (ii) if Licensee and/or any Authorized User and/or any other Person to whom access to the Software is provided , whether or not in violation of this Agreement:
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.