More than one balance sheet
Operating companies, property, portfolios at three or four institutions and a foundation that never reconcile on the same page.
Family Office
When a family becomes an institution.
A dedicated desk for families whose affairs have outgrown a single portfolio: consolidated reporting across every bank and holding, investment oversight answerable to the family, and governance written down before it is needed.
One mandate
One consolidated view.
Governance in writing.
Continuity across generations.
The threshold
Three signs a family has outgrown private banking alone.
A family office is not a larger portfolio. It is a different job: holding the whole picture, keeping the decisions orderly and making sure the arrangements survive the people who made them. Most families arrive here for one of three reasons.
Discuss your family's affairsMore than one decision-maker
Siblings, spouses and a next generation who will inherit the assets and, without a framework, the disagreements as well.
A transition already in view
A company sale, a relocation or a succession that will reshape the family's affairs within the coming decade.
The mandate
Six disciplines, one accountable team.
Each discipline has an owner, a cadence and a document that records what was agreed. Nothing depends on a single conversation being remembered correctly.
Consolidated reporting
MonthlyOne statement covering every bank, custodian, property and holding company, in the currency the family actually thinks in.
Investment oversight
QuarterlyAn investment policy statement, manager selection and a committee that reports to the family rather than to a product shelf.
Liquidity and credit
ContinuousCash-flow mapping for distributions, tax dates and capital calls, with Lombard and property facilities arranged before they are needed.
Governance and succession
Annual reviewDecision rights, a family charter and shareholder arrangements built to work when the founder is no longer in the room.
Structures and administration
As requiredCoordination of trusts, foundations and holding companies with the family's own legal and tax counsel, and the paperwork that keeps them current.
Philanthropy and the next generation
By programmeGrant-making structures, measurement of what they achieve, and a financial education programme for those who will inherit the mandate.
Ways to engage
Whether you want a family office, or help running the one you have.
Some families want the function delegated entirely. Others have built it themselves and need data, credit and research behind it. Both are legitimate, and they are priced differently.
We are the family office
Laiki holds the mandate, convenes the family meeting, produces the reporting and coordinates every outside adviser.
Behind your own office
Your single-family office keeps the mandate; we supply consolidated data, custody, credit lines and investment research.
A defined piece of work
A liquidity event, a structure review or a succession plan, scoped with a start, an end and a fixed fee.
Every engagement begins with a written scope, a named team and a fee basis agreed in advance. We decline mandates we cannot staff properly.
Written down
Four documents that outlast the conversation.
Families rarely fall out over investment returns. They fall out over expectations nobody wrote down. These four papers do most of the preventive work, and we help draft them alongside your own advisers.
- 01Family charterPurpose, values and the rules for joining, leaving or borrowing from the family's capital.
- 02Investment policy statementObjectives, allocation ranges, prohibited exposures and the cadence at which all of it is reviewed.
- 03Distribution policyWhat each branch of the family may draw, on what schedule, and what stays invested regardless.
- 04Succession mapWho signs, who decides, and what happens on incapacity or death — tested against the structures that hold the assets.
Drafted together with the family's own legal and tax counsel. Laiki Bank does not provide legal or tax advice.
The team
Five roles, one telephone number.
You deal with the director; the rest of the team sits behind them. Nobody in the family should have to know which department handles which question.
Family Office DirectorOwns the mandate, chairs the family meeting
Investment CounsellorTurns the policy statement into portfolios
Wealth PlannerStructures, succession, cross-border coordination
Credit & Liquidity SpecialistLombard lines, property finance, distribution timing
Client Service OfficerPayments, documentation, reporting production
Indicative terms
€24.5m
Minimum investable assets
3
Generations in a typical mandate
11
Specialists across three offices
0.42%
Blended fee on assets under oversight
Indicative figures for a prototype. Scope, minimums and fees are set in the engagement letter and vary with the complexity of the mandate.
Related reading
Research that shapes family mandates.
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A practical view of the non-domicile regime for internationally mobile families relocating to Cyprus, including the interaction with EU reporting and substance requirements.
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