Family offices are sharpening their governance frameworks and expanding their global presence, according to a newly released report.
Based on insights from more than 600 family office leaders and professionals, the study highlights how these entities are adapting to economic volatility while prioritizing sustainability, professionalism, and cross-border growth.
The 2025 Global Family Office Compensation Benchmark Report from Agreus Group and KPMG Private Enterprise shows family offices continue to balance growth ambitions with risk-conscious wealth preservation.
Roughly 84% of participants receive a bonus, signaling that performance-based pay remains integral to compensation. Almost two thirds earned more overall in 2024/25 with this due to inflation in 40% of cases compared to 27% who cited personal performance and 14% who said it was because of overall business performance.
Meanwhile, 35% of family offices grew their teams, though most remain lean, with five or fewer employees, although almost 20% now report a workforce of 20 or more. Men make up more than three quarters of family office professionals, according to the data.
“The study demonstrates a notably positive economic outlook for family offices, even in the context of recent global instability and economic challenges, a sentiment echoed by all respondents,” says Paul Westall, co-founder of Agreus.
One of the standout findings is the rapid internationalization of family offices. While only 30% operated across more than one location in 2023, that figure has climbed to 44% in 2025, reflecting not just the mobility of ultra-high-net-worth families but also the operational benefits of multiple jurisdictions.
“Increasingly we are seeing a growing trend in family office’s relocating or expanding their operations into multiple jurisdictions,” says Greg Limb, KPMG’s global head of Family Office and Private Client. “This movement is often prompted by the internationalization and movement of the families they serve and the drive for operational efficiency by utilizing key family office centers (e.g. London, Singapore).”
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The study also highlights a shift in strategic priorities, as family offices expand from their historic focus on wealth creation to an equal focus on wealth preservation.
Despite challenges in talent recruitment, diversity, and governance, the report makes clear that family offices are embedding greater professionalism, broadening their reach, and positioning themselves for resilience in an era of uncertainty.
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