As wealth grows more complex, high-net-worth families are turning to multi-family offices (MFOs) for a consolidated, high-touch approach to wealth, governance and legacy. This shift demands a new kind of adviser—one who blends technical expertise with deep relational skill and a coordinator’s mindset.
The rise of the MFO mindset
Behind every successful family office lies a network of trust, communication and alignment. The MFO model takes that ethos further by serving several families at once, offering investment, estate, tax and philanthropic advice under one roof. While it offers immense professional reward, it also asks more of advisers than ever before—constant availability, discretion and an intuitive grasp of what families need, often before they say it.
As Amanda Bassin, President and Founder of Persuit Group, explains, “It’s not just about managing capital—it’s about helping manage the full family system. The families who move into MFOs are not just looking for someone to grow their wealth; they’re looking for someone to understand the values behind it.”
Evolving into an MFO isn’t merely a structural change—it’s a mindset shift. It requires advisers to think like quarterbacks, coordinating a team of external professionals while ensuring that every conversation returns to the family’s goals and guiding principles. “Advisers who succeed in this space are holistic thinkers,” Amanda says. “They see connections others might miss, and they lead with empathy, not ego.”
The number of multi-family offices has almost doubled over the past decade as families seek the bespoke guidance once reserved for single-family offices—but with the efficiency and shared expertise that serving multiple families provides. At Persuit, we ensure substantial results. Let’s make your recruitment investment count.
Building the foundation
Strong communication sits at the heart of the MFO model. Every family has its own ambitions, pressures and pace, and advisers must build a rhythm of check-ins to keep those moving parts aligned. Setting clear expectations from the start helps avoid misunderstandings about access and availability—a challenge that can otherwise leave advisers on call around the clock.
Early-stage MFOs often benefit from outsourcing critical functions such as estate, tax and philanthropic planning. “You don’t need to hire a 15-person team at the outset,” Amanda notes. “The key is knowing where to invest early—and where to bring in trusted partners who understand the family office ecosystem.”
The practical side of launching an MFO also comes with serious considerations. Compliance, registration and infrastructure take time and investment, and cybersecurity has become non-negotiable. Protecting sensitive data through rigorous verification and secure systems isn’t just good practice—it’s fundamental to maintaining the trust that defines family office relationships.
“It’s not just about managing capital—it’s about helpingmanage the full family system.”
Final thoughts
For many advisers, moving into the MFO model isn’t about scaling up—it’s about deepening impact. It’s a chance to work more closely with families, to shape the legacies they leave behind and to do so with care and purpose.