Family Cohesion

What does it really take to lead a family office? Michelle Clements shares hard-earned insights on trust, boundaries and the hidden dynamics that shape family decisions. She also explains why harmony isn’t about keeping assets together, and how thoughtful planning, communication and flexibility can make all the difference.

Family offices are entering 2026 facing rising complexity, generational change and growing competition from outside service providers, forcing them to reexamine how they deliver value and maintain family cohesion. Families are asking fundamental questions about purpose, engagement and whether existing structures still make sense for the generations ahead.

Three Hills Family Office is turning a four-generation, two-branch clan of nearly 30 (G3 - G6) into lifelong learners. Katherine Dean, Three Hills’ chief learning officer, spoke with us about her current family education projects, including creating a 12-competency curriculum and a visual “Stewardship Roadmap.”

Katherine Dean is chief learning officer of Three Hills Family Office, which serves almost 30 members of a family with two branches and four living generations (G3 through G6). She discusses her responsibilities as CLO, which encompass family culture, learning and development as well as governance.

Cyndi Chiaro, general counsel of Miramar Services, describes how the family office has shifted from focusing solely on financial assets to prioritizing the overall well-being and personal development of family members through education, individualized engagement, and philanthropic involvement.

Emily Bouchard, a fractional chief learning officer for family offices, has worked with families in both single-family offices and multifamily offices on issues ranging from family education to succession planning. She discusses the ways family evolution can affect the family office.

A new family office survey aims to understand why many family offices prioritize sustainable investing. According to respondents, one of the key motivating factors for focusing on sustainability is NextGen engagement.

Anthony R. Contrucci leads the family office for the Schrage family, owners of First Bancshares, Inc. and Centier Bank headquartered in Merrillville, Indiana. Contrucci is a married-in member of the fifth generation, which has published a family history book. He describes how the book, which chronicles “our failures along with our successes,” can help preserve the family’s legacy.

Anthony R. Contrucci leads the family office for the Schrage family, owners of First Bancshares, Inc. and Centier Bank, headquartered in Merrillville, Indiana. Contrucci, a married-in member of the fifth generation of the family, describes how the family approaches education for all generations in an effort to establish “emotional cohesion.”

The Duchossois family started next-generation education when they had an operating business — and they are continuing it today through their family office. Craig Duchossois talks about what the family has learned.