In recent years, family offices have garnered attention for increasingly engaging in direct investments within private companies. A significant shift in their investment strategy is highlighted by the 2024 Wharton Family Office Survey, which illustrates the potential volatility of this approach. While the allure of direct investment promises independence from private equity fees and the opportunity for increased returns, it also signifies a shift that requires careful examination and introspection regarding their strengths and shortcomings as investors.
The trend towards direct private equity management is noteworthy, as half of the family offices surveyed plan on participating in direct deals in the coming two years. The motivation behind this shift is compelling; many family offices are founded by entrepreneurs who have built businesses from the ground up. This entrepreneurial background leads them to believe they can strategize private investments similarly, unlocking potentially higher yields analogous to those seen in traditional private equity settings without incurring substantial fees.
However, such a robust approach isn’t as straightforward as it may appear. According to the Wharton survey results, there lies a contradiction between the aspirational strategy of family offices and their practical execution. Despite the enthusiasm for direct investing, only a fraction—about 50%—of family offices have hired private equity professionals with expertise in sourcing and successfully structuring deals. This gap raises concerns over whether family offices can navigate the complexities of private equity without seasoned guidance.
Adding another layer of concern is the stark revelation that only 20% of family offices engaging in direct investments are taking an active role in governance by securing a board seat. This aspect is particularly critical; board involvement not only provides oversight but also facilitates deeper engagement and knowledge regarding the performance and strategic direction of the invested companies. Without such oversight, family offices could inadvertently expose themselves to higher risks, as they may lack insight into operational challenges and market dynamics that a seasoned board could help navigate.
Raphael “Raffi” Amit, a management professor at the Wharton School and an leader in the Global Family Alliance, succinctly states, “The jury is still out on whether this strategy will work.” This skepticism is grounded in the observable disconnect between family offices’ stated investment philosophies and their actual practices in the realm of direct investing.
Family offices often pride themselves on their capacity for “patient capital,” a philosophy allowing them to invest over extended periods—typically over a decade—to realize meaningful returns. However, the survey suggests this principle is not always upheld in practice. In fact, nearly one-third of family offices indicated a less-than-optimistic three to five-year outlook on their direct investments. With only 16% willing to commit to ten years or more, this highlights a potential misalignment of expectations and objectives that could undercut their investment strategy’s efficacy.
The contrasting approaches to investment horizons convey significant implications. A hasty timeframe might restrict family offices from capitalizing on the unique benefits presented by private capital—its flexibility and long-term intrinsic value.
When it comes to sourcing direct investment opportunities, family offices predominantly rely on their professional networks and connections within the family office community. While networking can yield viable investment avenues, standing alone as a foundational sourcing strategy raises questions about diversification in deal flow. Moreover, a pronounced preference for later-stage investments—primarily Series B rounds and beyond—suggests a possible reluctance to engage with startups, where risk and reward profiles can yield substantial returns for those ready to venture early.
This conservative approach could further limit family offices’ access to groundbreaking innovations and growth potentials typically represented in the early startup phase. Given the significant contributions of early-stage companies to the economy, a narrowed focus foregoing such opportunities risks missing out on accelerated growth trajectories that can accompany innovative startups.
As family offices continue to navigate the landscape of direct investments in private companies, a critical appraisal of their strategies will be paramount. The alluring prospect of higher returns must be balanced against the realities of governance, oversight, and engagement in portfolio companies. The findings from the Wharton Family Office Survey encapsulate both the potential and the pitfalls inherent in direct investing—a powerful reminder that even seasoned investors need to assess their capabilities and the inherent challenges of this ambitious shift in investment strategy. As they evolve, family offices must diligently work towards realizing the full benefit of their unique position, or risk relinquishing an advantageous foothold in this lucrative financial arena.
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