Background
A Middle Eastern family with significant wealth held across multiple jurisdictions (including Switzerland, the United Kingdom and several Gulf states) had been managing their international affairs through a combination of local advisers in each location, with no single coordinating point across them.
The family had accumulated a range of investment positions and real estate holdings alongside operating interests totalling approximately USD 95 million over two decades. Whilst each individual advisory relationship was functioning reasonably well in isolation, there was no consolidated view of the family's overall position and no mechanism for ensuring that advice given in one jurisdiction was consistent with decisions being made in another.
The family also maintained a philanthropic programme focused on education, with annual expenditure of around USD 1.8 million. It had grown organically over the years and had never been formally structured or governed. As the programme had expanded, the family had become uncertain whether their giving was being managed as effectively as it could be.
What Lockmore Capital Did
Lockmore Capital's starting point was establishing a full cross-border asset overview; consolidating the family's positions across the five jurisdictions into a single picture that could be regularly updated. This involved direct engagement with all seven existing local advisers to gather the necessary information and introduce a consistent reporting framework.
Once the overview was in place, Lockmore Capital undertook an independent review of the family's investment arrangements at the aggregate level. Several overlaps and inconsistencies were identified that had not been visible when each relationship was reviewed in isolation. This included a concentration in European real estate that represented approximately 48% of total assets, against an intended allocation of closer to 30%.
For the philanthropic programme, Lockmore Capital worked with the family to articulate a defined governing purpose for their giving with unanimous agreement and then supported the establishment of a formal governance structure for the programme. This included documented grant-making criteria and a regular review process. The programme was integrated into the family's broader wealth coordination framework so that philanthropic commitments were properly visible within the overall financial picture.
Outcome
The family had, for the first time, a single coordinated view of their global position. The investment concentration in European real estate was identified, and a rebalancing plan was developed alongside the relevant managers. The philanthropic programme moved from an informal practice to a governed activity with distinct criteria and consistent oversight. All adviser relationships across five jurisdictions were connected and working from a shared understanding of the family's overall affairs.