We are committed to ensuring relevance and sustainability in 2025. Our key initiatives include finalizing and implementing a multigenerational governance structure to provide our G3s with a meaningful voice in shaping the long-term purpose and strategy of the office. We are also re-evaluating our investment program to enhance transparency, foster a deeper understanding of our strategy and align more closely with the evolving needs of the family. Additionally, we are conducting a comprehensive review of our budget to ensure optimal allocation of resources — both internal and external — toward delivering the highest-value services to the family.
— Jill Barber, President, CYMI Holdings, LLC
My goal is to continue developing a bespoke learning and development curriculum for each generation of family members. Creating a relevant, engaging and interactive curriculum that hones both quantitative and qualitative skills is always the focus.
— Elizabeth Chapman, Principal Program Lead, Cathy Family Office, Chick-fil-A, Inc.
Our family office goals for 2025 include continued investment into private markets through direct partnerships with entrepreneurs via our private investment company, 119th Street Capital. As families evolve and grow, the needs of the family will naturally evolve — especially in relation to how to effectively drive emotional and financial cohesion. We believe that drawing on our operating roots will not only drive financial cohesion and strong investment performance, but also emotional cohesion as we thoughtfully continue the family legacy.
— Anthony Contrucci, President, First Bancshares & Managing Partner, 119th Street Capital
As always, I have big goals for the new year when it pertains to our SFO, but especially in 2025, as my dad (G2) will be turning 75. I believe we need to review all parties’ estate plans and trust documents to make sure we are aligned for the future. As a rising gen, I always want to make sure I am carrying out my parents’ legacy and utilizing funds in the appropriate manner. Succession planning is always top of mind.
— Celine Fitzgerald, Fitzgerald Family Foundation President, RisingGen Coach & Facilitator at In Three Generations
Our goals for 2025 include streamlining operations, diversifying geographical asset allocations and driving growth across our portfolio companies.
— Vishal Harishchandra, Chairman & CEO, The Valkin Group
My two primary goals for 2025 are to continue working toward developing short- and long-term succession plans for our family and family office, and to continue working on rising gen engagement: Do we have places for them to plug in and do we understand how they want to be engaged?
— Josh Kanter, President, Chicago Financial, Inc. and Founder & CEO, leafplanner
Our goals are:
- Execution of various estate planning transactions
- Monitoring and planning for potential tax changes from the new Trump administration
- Support of enterprise operating businesses (imparting our team’s knowledge in all areas where it can be helpful)
- Continued excellence of core family office services
— Amy Lynch, CEO, K&S LLC
As a full-service office that outsources most of our investment management, our goals are more subjective and focus on family, operations and security:
- A client-centric model: Prioritize understanding each client’s financial goals, risk tolerance and personal circumstances to tailor investment strategies, education and financial plans accordingly.
- Quality assurance and monitoring: Regularly review and assess our processes and procedures; working with a process mindset to identify trouble spots and fix before issues occur.
- Risk management: Implement a robust risk management strategy to protect assets. Regularly monitor and review the strategy.
— Joshua S. Miller, President & CEO, Acadia Management Co.
Our family office continues to think long-term, and that will not change in 2025. Like many families, transitions continue to be at the top of mind. Now that the fourth generation has largely stepped into governing the family office, we need to build the office to support their emerging leadership. This includes focusing on ensuring the family office team is supporting their generation the way they need, versus generations past, as well as seeking out additional advisors/board members who can fill the skill gaps that may be lost from older generations. Additionally, we began to codify the education initiatives for the fifth generation (current ages 16 years to 6 months old), which will certainly continue into 2025. Finally, we continue to advance the technology of the office itself to make it more efficient and to best serve the family. That will include continued upgrades to our systems, adapting the use of AI and mitigating cybersecurity risk at the highest level.
— Bryn Monahan, Senior Consultant at Relative Solutions, and 4th Gen Family/Board member, Foster Holdings
We are tremendously focused on the continual buildout of our family office capabilities. We have integrated a banking relationship with a bank focusing on [ultra-high-net-worth individuals]. We are adjusting our trust company relationship. We are about to hire a third bookkeeper to assist our family office clients. Ultimately, we would like to bring tax services into the firm, and this will be an initiative for 2025. We’ve just hired a consulting firm to re-evaluate our tech deck/reporting, as we continually strive to stay ahead of the curve on this. We intend to continue focusing on the alternative, direct and co-investment opportunities we provide to our clients, as well as on collectibles as an asset class.
— Thomas Ruggie, Founder and CEO, Destiny Family Office
In 2025, ONE WORLD will be focusing on launching its second impact investing fund, which will involve broadening collaboration with experts across several verticals (education, health, sustainable energy and agriculture). We will also continue to promote Building a Sustainable Family Office via speaking and writing opportunities.
— Scott Saslow, Founder and CEO of ONE WORLD Investments
Our goal is to continue our diversification efforts beyond our main core business to include direct investments by owning other similar businesses to Dot Foods along with other real estate, public, private and venture capital investments.
— Joe Tracy, CEO, Dot Family Holdings
