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February 26, 2020

The epicentre of risk in the financial system has moved. In 2008, it was leverage in the banks. Today, the equivalent risk is in the asset management industry, where a series of interlocking factors have come together to make markets increasingly ‘avalanche prone’. There is an illusion of stability. Low volatility has lulled many to sleep. We believe this will end badly—and are positioning portfolios to protect our clients from the avalanche.

This is the first of two white papers published by our chief investment officer, Henry Maxey, on the current investment climate and where we see the risks. The second paper, Dismantling the Deflation Machine, will be published in March.

January 27, 2020

How should global business families of wealth navigate the choppy investment waters in the year ahead? Is a global economic recession looming and what does that mean for family investors? Emma Rutter, investment director at Ruffer LLP, urges diversification in portfolios, says environmental, social and governance (ESG) criteria should be a prism to view all investments through and explains why “liquidity will be king”.

How should global business families of wealth navigate the choppy investment waters in the year ahead? Is a global economic recession looming and what does that mean for family investors? Emma Rutter, investment director at Ruffer LLP, urges diversification in portfolios, says environmental, social and governance (ESG) criteria should be a prism to view all investments through and explains why “liquidity will be king”.

Where does Ruffer see investment opportunities in 2020?

January 9, 2020

The year of 2019 was one when many of the six impossible things before breakfast remain unresolved—with the shining exception of Brexit, and the wider resolution of domestic politics. We can still feel the political earthquake which struck the UK last month—we cannot yet see the effect of it. Most political earthquakes, when they happen, are scarcely discerned, and even those which are perceived for what they are, do not easily reveal the new pathways created from the changed landscape.

The year of 2019 was one when many of the six impossible things before breakfast remain unresolved—with the shining exception of Brexit, and the wider resolution of domestic politics. We can still feel the political earthquake which struck the UK last month—we cannot yet see the effect of it. Most political earthquakes, when they happen, are scarcely discerned, and even those which are perceived for what they are, do not easily reveal the new pathways created from the changed landscape.

December 16, 2019

As a collection of emerging markets with a strong growth potential, the Balkan countries have firmly positioned themselves on the map of attractive investment locations.

As a collection of emerging markets with a strong growth potential, the Balkan countries have firmly positioned themselves on the map of attractive investment locations.

Steadily growing numbers of foreign investors have expanded into Albania, Bosnia and Herzegovina, Croatia, Kosovo, North Macedonia, Montenegro and Serbia, drawn primarily by the region’s favourable location, its affordable workforce and creative tax regimes.

November 11, 2019

The world was a different place in the 2000s when CampdenFB was launched. While issues of good governance and succession planning are always front of mind for family principals, the new century has opened up the family business space to more pressure on more fronts than ever before. Are these six areas indicative of what’s to come?

The world was a different place in the 2000s when CampdenFB was launched. While issues of good governance and succession planning are always front of mind for family principals, the new century has opened up the family business space to more pressure on more fronts than ever before. Are these six areas indicative of what’s to come?

October 10, 2019

Europa-Park founder Roland Mack measures success in succession, Grupo Bimbo spends dough on British bagels, Pinault and Arnault families give $330 million to Notre Dame restoration.

Europa-Park founder Roland Mack measures success in succession

The founder of Germany´s largest theme park has praised his family and hailed the importance of good governance and succession planning as he celebrates his 70th birthday this week.

September 19, 2019

Alessi sells sizable share to finance growth, Sodexo scores high on sustainability for 15th year, Rockefeller moves into tech founder succession planning.

Alessi sells sizable share to finance growth

The Italian Alessi family behind some of the most recognisable designer homeware products in the world has sold a 40% share of its business for an undisclosed sum to a UK private equity firm.

The Alessi company was fully owned by the founding family, who were looking for a partner to help them grow the firm, Oakley Capital announced this week. Alessi family members Alberto, Alessio, Michele and Stefano kept 60% of the company and pledged to reinvest in the firm.

September 13, 2019

Family offices are adopting the entrepreneurial flair of venture capitalists in their pursuit of bespoke real estate deals, Moonshot startups, sustainability projects and cross-border investments.

Family offices are adopting the entrepreneurial flair of venture capitalists in their pursuit of bespoke real estate deals, Moonshot startups, sustainability projects and cross-border investments.

September 9, 2019

Family businesses play a significant role in the global economy, and a number of business empires are family-owned. And just like any company today experiencing a tech-driven change, family-run enterprises aren’t an exception. To remain competitive, however, these firms should have a clear sense of what they want to accomplish and adjust accordingly. 

Family businesses play a significant role in the global economy, and a number of business empires are family-owned. And just like any company today experiencing a tech-driven change, family-run enterprises aren’t an exception. To remain competitive, however, these firms should have a clear sense of what they want to accomplish and adjust accordingly. They can’t stubbornly oppose change and insist on the same business practices forever, because it could be detrimental for them and cause irreparable damage.

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