How the family office talent market is changing
Built on Chapter 19 of The Single Family Office by Richard C. Wilson. Full chapter text: FamilyOffices.com.
For years, finding family office talent has been one of the hardest problems in the industry. Families could not find qualified people, and qualified people could not find families. That is slowly changing, and the shift matters for any family building or growing an office.
Why it has been so hard
The family office world is small and private. Many offices have no website and do not advertise roles. Executives rarely move, partly because they do not know where to look and partly because shopping a resume can cost them their job. Families also hire heavily on trust, which favors people they already know.
The result is a thin market. Good roles go unfilled for long periods, and capable people stay in jobs where they feel underpaid.
What is changing
More offices, more roles. As new family offices open, demand for experienced staff rises. More roles also mean more people building family office careers.
More training. Industry courses and certificate programs now teach family office skills. That gives families a pool of people who already understand the work.
More visibility. A growing number of family offices have websites, speak at events, and post roles. That makes it easier for talent to find them.
Better matching. I expect better ways for families and professionals to find each other, from specialist search firms to industry networks and online platforms.
New skills in demand. Families now look for direct investing experience and compliance knowledge, plus data skills, alongside traditional investment and tax expertise.
Compliance is a rising need
As the industry grows, so does attention from regulators. People who have built compliance experience across several family offices are likely to be in high demand.
What this means for families
Families can no longer rely only on people they have known for years. They will compete with other offices for top talent. That means clear roles, fair pay with upside tied to results, and a workplace that respects professional judgment.
It also means investing in training. Bringing in capable people early in their careers and developing them can be cheaper and more loyal than hiring senior people at the top of the market.
Pay is shifting too
As competition grows, pay structures are changing. More families now offer long-term incentives tied to the results of the portfolio or of specific deals. A carried interest in direct deals, or a bonus that vests over several years, helps keep people through full investment cycles. Families that offer only a flat salary often lose key people to offices that share upside.
What this means for professionals
For people who want to work in a family office, the advice is the same as ever. Build deep skill in one area that families value, such as direct deals or tax and estate law. Get to know families through events and peer networks. Families still hire on trust, and trust takes time.
The long view
It will take years before the talent pool for family offices is as broad as it is in banking or asset management. The direction is clear. Families that build capable teams now, and treat them well, will have an edge as competition for people grows.
What to take from this
- Expect more competition for experienced staff.
- Recruit beyond your personal network, including trained newcomers.
- Look for direct investing and compliance skills in new hires.
- Offer clear roles and upside tied to long-term results.
This page is general information, not legal, tax, or investment advice. Speak with qualified advisors about how these trends apply to your family.
Questions and answers
Why is family office hiring so difficult? The industry is small and private, and executives rarely move or advertise.
What is changing in the talent market? More offices, more training, more visibility, and better ways to match families and staff.
What skills are in growing demand? Direct investing and compliance, plus data skills, alongside investment and tax skills.
How can families compete for talent? Clear roles, fair pay with upside, and investment in training.