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Articles de Geoffroy
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There are solutions to the herders vs. farmers conflicts
There are solutions to the herders vs. farmers conflicts
UN-DP 2003 PASTORALISM AND MOBILITY IN DRYLANDS As this 15-year-old UN-DP paper shows, the issues between herders and…
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Geoffroy Dedieu a republié ceciGeoffroy Dedieu a republié ceciA ₹7,000 crore (C$1 billion) commitment is a massive vote of confidence in the future of India’s digital economy. We have entered into a strategic partnership with Canada Pension Plan Investment Board (CPP Investments | Investissements RPC) to accelerate our next phase of growth. This capital will directly fund the development of hyperscale and AI-ready datacenter infrastructure across India. The partnership includes an initial investment to acquire an 8.2% stake in CtrlS Datacenters at a USD $4.7 billion valuation, as well as a dedicated joint venture to build next-generation campuses. The infrastructure demand from cloud providers, hyperscalers, and AI applications is accelerating at an unprecedented pace. Meeting that demand requires execution speed and long-term financial resilience. A milestone of this scale is never the result of a single effort. My sincere thanks to the team at CPP Investments for their trust in our vision, and to our customers, whose evolving needs continue to drive our architectural roadmap. Most importantly, I want to thank the incredible team at CtrlS. Your dedication, discipline, and relentless focus on execution are what made this partnership possible. We are just getting started.
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Geoffroy Dedieu a republié ceciTry this for a 2026 Investment Outlook! Why Investment Outlooks Fall Short for Family Offices. Every year, banks and asset managers publish their investment outlooks. The 2026 editions followed yet again a familiar, and unfortunate pattern: a few macro questions, a confident narrative, and recommendations aligned with the institution’s product shelf. These documents are polished, but they are not designed to support the needs of family office Investment Committees. The issue is structural. Most outlooks rely on a single base case, simplify complex dynamics into linear forecasts, and avoid breaking asset classes into the drivers that matter. They offer reassurance rather than decision‑grade insight. Key issues with Outlooks: 1. Narrow macro‑questions 2. Marketing‑friendly answers 3. Base‑case dependence 4. No driver‑level decomposition 5. No path‑dependency or trend monitoring 6. Insufficient granularity for family offices Family offices operate in a different world. Their horizon is long, exposures are multi‑asset and global, and governance requires a disciplined understanding of uncertainty. A single narrative cannot capture the range of plausible futures that will shape returns. This is where prospective analysis becomes indispensable. Instead of forecasting one future, we must map several. Each factor influencing markets - geopolitics, demographics, technology, environment, macro‑finance - can evolve along multiple pathways that interact, reinforce, or offset one another. Understanding this requires structured scenario architecture, correlation mapping, and consistency testing. A prospective model built on these principles provides what traditional outlooks cannot: • A factor‑based decomposition of the world • A correlation matrix showing how sub‑scenarios influence one another • Cross‑domain pathway tracing • A scenario‑to‑asset‑class impact engine • A monitoring framework to identify early signals This mirrors what algorithmic traders do at the micro level: they model states, transitions, and probabilities rather than relying on stories. Investment Committees must adopt the same discipline at the macro level. Without it, they risk reacting to narratives instead of analysing dynamics. The flood of 2026 outlooks may be useful as a catalogue of institutional biases, but they are not a substitute for rigorous prospective work. Family offices need tools that reveal the forest, not documents that describe a single tree. #ScenarioPlanning #ProspectiveAnalysis #InvestmentCommittee #FamilyOffice #StrategicForesight #RiskManagement #AssetAllocation #Governance #MacroEconomics #Geopolitics #Megatrends #MarketOutlook #GlobalMarkets #InvestmentStrategy #BeyondForecasting #DecisionIntelligence #ComplexityThinking #QuantitativeResearch
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Geoffroy Dedieu a partagé ceciNo wonder most IPOs are money-losing propositions for long-term investors ... Data quality is deteriorating, not only due to the lack of reliable primary sources and infodemic, but also because of cooky-cutting documentation - which most people do not read anyway. Issuers have been relying on the reputational standing of advisors rather than the quality of their work. With A.I.-powered IDD tools, it will become easier to spot issues, ask questions and stay away from bad apples. https://lnkd.in/dQxUJzBFHong Kong plans to ‘name and shame’ lawyers and auditors for sloppy IPO workHong Kong plans to ‘name and shame’ lawyers and auditors for sloppy IPO work
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Geoffroy Dedieu a partagé ceciThe current situation shows why we have BCP & DRP plans. Naturally, I have had lots of calls with friends and fellow family officers in the GCC recently. Most of us are stressed but OK. We have contingency plans, business-continuity plans and disaster recovery plans in place. So do our service providers, banks, fund managers, TCSPs, etc ... Single-FO footprints, especially in Emerging Markets, are usually multi-jurisdictional ... i.e. we have several offices. We have banks and service providers in various countries, depending on where the family has a footprint. And our reporting platforms are in the Cloud, so we can work remotely. Plus, there are mitigating factors. For instance, most banks in the UAE do not "custodise" financial assets locally, therefore these assets are not currently at risk. This being said, it is always good practice to review each year your SFO's footprint, as well as your service providers - and your own BCP/DRP ... you never know what else could happen. #BusinessContinuity #DisasterRecovery #BCP #DRP #OperationalResilience #RiskManagement #CrisisManagement #SingleFamilyOffice #EmergingMarkets #MultiJurisdictional #ServiceProviderRisk #ScenarioPlanning
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Geoffroy Dedieu a partagé ceciEntropy explains succession failures better than “shirtsleeve-to-shirtsleeve”. The preservation of ultra-high net worth (UHNW) legacies is not merely a matter of financial stewardship; it is a constant battle against social and structural entropy. Without the deliberate injection of "new energy," even the most robust families risk a gradual decline. This is basically the Second Law of Thermodynamics (Lord Kelvin, 1852). The Thermodynamic Reality of Family Systems. In thermodynamic terms, a system left to its own devices moves inevitably toward disorder. This phenomenon exist without any individual fault or deficiency of any family member. For an UHNW family, this means: - Generational Dilution: As the family tree expands, the original entrepreneurial drive often dissipates across a broader, more fragmented base. - Increased Degrees of Freedom: Each new cohort introduces divergent expectations and diminished cohesion, raising the system’s entropy. - The "Heat Death" Risk: A state where collective purpose fades, and the family can no longer perform the "work" required to sustain its enterprise. From "Shirt-Sleeves to Shirt-Sleeves". Empirical evidence supports the Entropy analogy; there are many relevant cases of failure. The transition from the first generation's creation to the second generation's maintenance could founder by the third, where a lack of shared mission and diluted work ethics can jeopardise the entire family. This is not a moral failing, but a natural physical tendency that requires an active counter-force. We need to take blame and loss of face out of this debate. This is why I often try to “de-personalise” family workshops and focus on dynamics and processes. Governance is an energy converter, not a straitjacket … - To survive, a family must function as a dissipative system - one that thrives through continuous renewal and agility, not under rigid, eternal rules. - New Energy: Marriages, younger generations, people from different backgrounds and fresh competencies provide the raw energy necessary to reorganise the family at higher levels of complexity. - Governance: Effective institutional structures act as the conversion mechanism, channelling individual ambition into a unified, collective purpose. To preserve wealth across generations, families must move beyond static preservation and avoid temptations to “rule from the grave”. Longevity demands the perpetual transformation of beliefs, people, and governance to outpace a natural drift toward disorder. #UHNW #WealthManagement #FamilyGovernance #LegacyPlanning #FamilyOffice #EstateStewardship #UKBusiness
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Geoffroy Dedieu a partagé ceciGlobal Map of our Family Office Students - 2025 Fantastic growth in India, South-East Asia and the USA this year. In Europe, students focused on Impact Investing and Governance. Asian students are still leading in numbers and scores on the various MCQ tests ...
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Geoffroy Dedieu a partagé ceciOur 2035 Scenarios Hold Up After the Start of a New Middle East War. What Investment Committees Should Do Now. (Image: DALL·E, “Geopolitics in the style of Murakami”) The weekend’s joint U.S.–Israel strikes on Iran have reopened a question many hoped would remain hypothetical: how resilient are our strategic scenarios when a regional conflict suddenly escalates? All four of our 2035 scenarios remain fully relevant, and the past 48 hours simply sharpen their contours. Scenario 1 (Fragmented, High‑Tension World) becomes more prominent as energy chokepoints, alliances, and asymmetric retaliation risks move from background assumptions to active drivers. Scenario 2 (Coordinated Transition) is stressed but not invalidated; crises often trigger bursts of diplomatic coordination once escalation stabilises. Scenario 3 (Techno‑Acceleration) remains intact: geopolitical shocks accelerate investment in autonomy, cybersecurity, and supply‑chain redesign. Scenario 4 (Polycrisis Drift) is reinforced by the compounding nature of shocks—climate, energy, and security risks increasingly interact. This is why scenario discipline matters: we do not predict; we prepare. What investment committees at Single‑Family Offices should do this week: - Investment Committees should avoid reactive repositioning and instead activate their pre‑agreed scenario governance: - Revisit signposts: energy chokepoints, cyber escalation, sanctions spillovers, alliance responses. - Run rapid stress tests on liquidity, energy‑sensitive exposures, and supply‑chain‑dependent sectors. - Check hedges and buffers: gold, USD, and volatility instruments often act as shock absorbers. - Reconfirm decision rights: who acts, under what triggers, and with which capital‑allocation limits. - Update your foresight dashboard: this is a live environment, not a quarterly exercise. This is not the moment for improvisation; it is the moment to apply discipline and use pre‑discussed options. A side note: Markets' historical reaction to regional conflicts. Global markets have often absorbed regional conflicts with modest and short‑lived reactions—except when energy chokepoints or great‑power involvement are at stake. Have a look at this IMF study: Geopolitical risks: implications for asset prices and financial stability, April 2025. It shows that while most geopolitical events create only modest market reactions, major military conflicts generate disproportionately larger and more persistent effects, especially through sovereign‑risk premiums and volatility spikes. Markets are resilient, but not indifferent.. Takeaway: This new conflict does not invalidate any of our scenarios; it validates the need for them. UHNW families, ICs, and CIOs which have rehearsed multiple futures will navigate this moment with clarity, not improvisation. #ScenarioPlanning #Foresight #FamilyOffice #InvestmentCommittee #Geopolitics #RiskManagement #2035Scenarios #MiddleEast #EnergySecurity #PortfolioStrategy #Governance
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Geoffroy Dedieu a partagé ceciMarkets Need Better Prospective, Not Simpler Stories. The sell‑off in software stocks, the “SaaSpocalypse”, following Citrini’s "Atoms vs Bits" report reflects a misunderstanding of how foresight works. Scenarios are not forecasts. Prospectivists actually avoid placing probabilities on their scenarios; i.e. we do not care which one is more likely to unfold. Scenarios are structured, parallel hypotheses that help CIOs and Investment Committees interpret signals as they unfold. Their value lies in maintaining multiple mental models simultaneously, not collapsing them into a single narrative. When retail sentiment and short‑horizon algorithms dominate the tape, nuance disappears. Complexity is reduced to a binary trade. This leads to mindless volatility. Yet, in my experience A.I. enhances foresight rather than undermining it. It expands our capacity to test assumptions, explore alternative paths, and identify emerging patterns before they become consensus. LLMs can now parse immense territory to find signals and alert us to changes in our factors and clusters. They can also help us with impact analysis, clustering and complex narratives. For family offices, ICs, CIOs, sophisticated decision‑making requires resisting simplistic interpretations and engaging with the full architecture of uncertainty. #FamilyOffice #InvestmentCommittee #Foresight #AI #MarketMicrostructure #ScenarioAnalysis #InvestmentStrategy #Complexity
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceci𝗖𝗿𝗼𝘀𝘀-𝗙𝗮𝗺𝗶𝗹𝘆 𝗗𝗶𝗮𝗹𝗼𝗴𝘂𝗲 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗮𝘁 𝘁𝗵𝗲 𝗚𝗹𝗼𝗯𝗮𝗹 𝗙𝗮𝗺𝗶𝗹𝘆 𝗢𝗳𝗳𝗶𝗰𝗲 𝗙𝗼𝗿𝘂𝗺 We were delighted to engage in the Global Family Office Forum (Shanghai). Our Global Head, Jason Fong, delivered a keynote speech on why Hong Kong is an ideal hub for family legacy and family business expansion, while also sharing the latest policy updates. The event also featured a special panel discussion, joined by 𝗖𝗹𝗶𝗳𝗳 𝗜𝗽, Partner of Wings Capital, and 𝗔𝗹𝗲𝘀𝘀𝗮𝗻𝗱𝗿𝗼 𝗟𝗶𝘃𝗶𝗼, a second-generation wealth successor of an Italian family. Representing Eastern and Western perspectives, as well as a multi-generational legacy alongside a newly established one, they shared their insights in a dynamic exchange moderated by Jason. 𝗔𝗹𝗲𝘀𝘀𝗮𝗻𝗱𝗿𝗼 𝗵𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝗲𝗱, “A family legacy is built on a shared set of values, operational know-how, and strategic decisions passed down across generations. Historically, the older generation anchored and grew their businesses within a single market, whereas younger successors now operate across multiple continents. Having grown up between Europe and Asia, my own perspective naturally bridges Eastern and Western viewpoints. Today, succession planning means preparing a family for a world where East and West are no longer separate realities, but deeply interconnected. This is precisely why places like Hong Kong are essential: they serve as a unique crossroads where both systems align, allowing European families to protect their heritage while actively participating in Asia's future.” 𝗖𝗹𝗶𝗳𝗳 𝘀𝗮𝗶𝗱, “Families rooted in Hong Kong for generations choose the city as their base for its unique strength, especially its stability through market volatility and its ability to remain constant even in shifting global landscapes like today's. The jurisdiction offers a premium environment defined by a robust rule of law, the free flow of capital, zero capital gains tax, and no inheritance tax. This ecosystem is reinforced by an elite network of professional talent spanning accounting, taxation, law, and technology. Underpinned by these enduring pillars, family offices can invest without political or regulatory restrictions while enjoying highly competitive tax incentives. This institutional stability allows families to pursue ambitious growth and seize new global opportunities, all while maintaining the prudence necessary to transfer accumulated wealth intact to the next generation. Ultimately, Hong Kong serves as a secure, long-term base where multi-generational families can confidently build and protect their legacy.” Whether considering stable legacy or emerging opportunities, Eastern culture or integration with the West, Hong Kong is an exceptional place for families from around the world to develop and flourish. #FamilyOfficeHK #HongKong #Family #FamilyOffice #GlobalFamilyOfficeForum #East #West #Legacy
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceciAnyone living in the Philippines will not be able to miss the current Salmon Bank (Rural Bank) advertising campaign. With the tagline "If your money feels good, it's probably Salmon", the campaign brilliantly links money to a positive feeling. But to some extent, the glitz and confetti in the advert miss the point of what Salmon is actually doing as its USP. The real story isn't just about feeling good. Its about making faster, more inclusive credit decisions for people without formal credit histories. Instead of relying on traditional credit bureaus, they use AI to score borrowers in real time using behavioral and digital data. The result? - a credit decision in 20 seconds. That, I think, is the key message. For the millions of underbanked Filipinos, that speed and inclusivity can be life-changing. 🇵🇭 #FinTech #FinancialInclusion #Salmon #Philippines #SoutheastAsia #AI #CreditAccess #Innovation
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Geoffroy Dedieu a réagi à ceciGeoffroy Dedieu a réagi à ceciI built my family office network in London early in my career, and today it is where I have more family office relationships than anywhere else. It has given me a firsthand view of why the UK remains one of the world’s deepest markets for family capital. WithIntelligence identifies 259 UK single family offices managing more than $340B, with London accounting for the majority of the UK family office ecosystem. This list that I’m sharing brings together 40 family offices and long term investment groups based in, or closely connected to, the United Kingdom. The depth of London goes beyond the number of family offices. It brings together multigenerational wealth, entrepreneurs, private investment offices, private equity, venture capital, real estate, public markets and an exceptionally mature professional services ecosystem. Reuben Brothers Group Alta Advisers Limited Rix Capital Candy Capital Rinkelberg Capital Ltd Middleton Enterprises Man Capital LLP CORNICHE GROUP LIMITED Adequita Capital BLU FAMILY OFFICE LIMITED Westgrove Square Capital Wren Investment Office HUNDLE SIGNET Saranac Partners Islandbridge Capital Clerville Investment Management LLP BNF CAPITAL LIMITED LK Advisers Limited, Mittal Family group PECA - Family Office Talisman Global Asset Management Limited Stonehage Fleming STANHOPE CAPITAL MANAGEMENT LIMITED B-FLEXION Patronus Partners Ltd J. Stern & Co. VAR Capital RIT Capital Partners plc Oakley Capital Bluegem Capital Partners Caledonia Investments plc Ruffer C. Hoare & Co. LGT Wealth Management Family Office of Ager-Hanssen | Est. 1998 Cavendish Family Office (London) Kaidi Family Office Carter Family Office Fink Family Office #UnitedKingdom #FamilyOffice #PrivateCapital #Investing
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceci"When there is blood in the streets, it is usually a good time to invest" Sir John Templeton was one of the greatest investors of all time. He is perhaps best known as one of the pioneers of contrarian investing: when there is blood in the streets, it is usually a good time to invest. Templeton was also famous for managing his investments from Nassau, in the Bahamas. He believed that investors needed to distance themselves from market noise, fashionable investment ideas and herd behaviour. When I started managing portfolios in Mauritius in 1995, I already sensed that the environment was favourable for making sound investment decisions, away from the noise of London or Paris, the preferred destinations of many of my contemporaries. Mauritius is in the same time zone as the United Arab Emirates, four hours behind China, two or three hours ahead of Paris, and eight or nine hours ahead of New York. The first obvious observation is that we are geographically much closer to Asia than to America, and we have a better understanding of the East, home to more than half of the world’s population, than of the West. In 2020, during Covid, I used to publish Le café matinal des marchés financiers (“The Financial Markets Morning Coffee”) on YouTube at 7 a.m., providing French-speaking Europeans with an update on overnight market developments in the United States and, above all, the morning trends in Japan and China. Today, our shareholder, Gavekal, gives us access to exceptionally high-quality research and insights on Asia. Our portfolios undoubtedly have a bias towards the region , one that, over the coming decades, will continue to be the industrial powerhouse of the world.
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceciThere is a common public fear that living or working near a datacenter means enduring endless industrial noise. Whenever people ask me about this, I tell them: Come visit one of ours. My own office at CtrlS Datacenters is actually inside our campus. Sitting at my desk, it is completely silent. In fact, if you stand at our perimeter gate, the noise coming from the city street into our facility is louder than any sound coming out of it. Here is how modern datacenter engineering eliminates noise pollution: - Typical street traffic registers around 70-80 dB. Through advanced structural acoustic engineering, modern datacenter perimeter sound levels are kept below 45-55 dB, making the facility quieter than the neighborhood roads passing by. - Heavy cooling infrastructure is equipped with acoustic baffle walls, sound-dampening louvres, and fan drives that throttle down automatically, keeping sound below municipal residential baselines. - Even during rare power grid outages when backup generators engage, hospital-grade silencers and sound-attenuated enclosures ensure that operational sound remains fully contained within the site boundaries. Digital growth cannot come at the expense of local livability. Addressing public concern comes down to hard engineering, building infrastructure that delivers on the inside while remaining a benign neighbour to the community outside.
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceci🏢 PROJECT WATCH — Siège Social de Saham Bank 📍 Casablanca Le futur siège social de Saham Bank prend la forme d’un campus tertiaire de 27 000 m², conçu comme un projet où architecture, nature et usages humains occupent une place centrale. Le projet est conçu en collaboration par Oualalou+Choi et ArtBuild Architects, avec une approche privilégiant l’ouverture, la végétalisation et de nouvelles façons de travailler et de vivre ensemble. 📊 Chiffres clés 📐 27 000 m² — Surface du projet 💰 68 M€ — Investissement annoncé 📍 Casablanca — Localisation 🌿 7 000 m² — Parc paysager 🏛️ Oualalou+Choi × ArtBuild — Architecture 🏗️ SGTM — Réalisation 👥 Acteurs du projet 🏛️ Architectes — Oualalou+Choi × ArtBuild Architects 🤝 Assistant au Maître d’Ouvrage - AMO — Artelia Maroc 📐 Ingénierie — Omnium Technologique × Terrell Group 🌳 Paysage — Signes Paysages 🏗️ Entreprise — SGTM (Société Générale des Travaux du Maroc) 🪟 Vitrage / façade — Guardian Glass Middle East & Africa 🔧 Transformation du vitrage — ASTIGLASS Le projet propose notamment un parc intégré au campus, pensé comme un espace de rencontre entre les différents programmes et usages. Une vision qui cherche à placer la nature, la communauté et l’humain au cœur de l’architecture. Crédit photo: Site web oplusc.com
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceciWhat does India’s growing role in the global economy mean for businesses across Asia and the world? Yesterday, we welcomed Shri Piyush Goyal, Hon’ble Minister of Commerce and Industry, Government of India, to our Asia Campus in Singapore for an evening focused on India’s growth trajectory and its global implications for business, investment and entrepreneurship, in partnership with Federation of Indian Chambers of Commerce and Industry (FICCI). Minister Goyal delivered the keynote address before joining Professor Sameer Hasija, Dean of Executive Education and Dean of Asia Campus, for a fireside chat examining India’s evolving economic landscape, its expanding consumer and talent base and the opportunities it creates for companies operating across Asia and global markets. Responding to a question on the relationship between India and Singapore, he explained, "Two democracies, two trusted partners, two countries with a lot of alignment on multilateral platform... can do very well to work together, complement each other, help both economies and the people benefit from co-design, co-creation, co-manufacturing, and serve the world.” The evening also brought perspectives on the India-Singapore relationship Dr. Anish Shah, Group CEO and Managing Director of Mahindra Group, Rajan Bharti Mittal, Vice-Chairman of Bharti Enterprises, Uday Kotak, Non-Executive Director of Kotak Mahindra Bank, Sandip Somany, Chairman and Managing Director of Somany Impresa Group and Bob Chi, CEO, Asia-Pacific, SATS Ltd.. Thank you to our speakers, participants, alumni, faculty and staff for joining us for this timely exchange! #INSEAD #INSEADMoments #INSEADAlumni #Leadership #IndiaSingapore INSEAD Alumni
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceciWhen does a Family Office actually need a CIO? Not "when you can afford one." Not "when your AUM crosses some number everyone quotes at conferences." The real answer is messier, and it usually comes down to four things quietly piling up at once. 1. Portfolio complexity - If the portfolio is mostly public markets sitting with two or three trusted advisors, you probably don't need one yet. But the moment it spreads across private equity, venture, real estate, structured credit, and co-investment; each with different cycles, different reporting, different risk- someone needs to be looking at the whole picture, not just their slice of it. 2. Asset class spread - A CIO isn't just a portfolio manager. They're the person who can hold a conversation with a PE fund manager on Monday and a real estate developer on Wednesday and actually know what questions to ask both. Without that, the family ends up trusting each manager's own version of "how we're doing" which is rarely the full picture. 3. Family structure - One decision-maker, one point of view. You can run that informally for a long time. But the moment there are multiple family members, multiple generations, or multiple entities with different risk appetites, someone neutral needs to sit at the center of it. Not to have the loudest opinion, but to translate between what the family wants and what the portfolio can actually do. 4. Internal capability - This is the one people skip. A lot of Offices have someone titled "CIO" who's really just tracking performance and forwarding fund updates. That's not the same as someone who can underwrite a deal, push back on a manager, or restructure allocation when the macro shifts. The real question isn't "do we have a CIO," it's "does someone here actually have the authority and expertise to say no." Put those four together, and the honest answer for most Family Offices is: you don't need a CIO the day the portfolio gets big. You need one the day nobody in the room can confidently answer "why are we invested in this, and what happens if it goes wrong." If you're a Family Office CIO - what was the actual moment someone realized the Office needed you? Was it a bad investment, a family disagreement, or something else no one talks about? #FamilyOffice #FamilyOffices # WealthManagement #CIO # InvestmentManagement
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Geoffroy Dedieu a aimé ceciGeoffroy Dedieu a aimé ceciChina’s wealthiest families are scrambling to assess their offshore fortunes after Beijing announced a surprise 20% tax on offshore trusts, including certain assets moved into them since 2023, with only 90 days to declare and pay. Why has the move shocked China’s ultra-wealthy and what does it mean for their offshore fortunes? CNBC’s Anniek Bao has the details. Click here to read more: cnb.cx/3SrsHKmBeijing is said to move to clarify tax rules stoking confusion among China's ultra-wealthyBeijing is said to move to clarify tax rules stoking confusion among China's ultra-wealthy
Expérience et formation
Licences et certifications
Expériences de bénévolat
Publications
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The 5-Step Plan to Create your Single-Family Office
Independent
Voir la publicationThis book is a practical, battle-tested guide for ultra‑high‑net‑worth families and advisors who must design resilient, compliant, and cost‑efficient single‑family offices in a volatile world. Drawing on real-world experience across Asia, Europe, the Middle East, and Africa,
This book explains the why, what, and how of building a modern SFO: from founding a Family Council and writing a Family Constitution to selecting jurisdictions, legal vehicles, operational models, technology, and…This book is a practical, battle-tested guide for ultra‑high‑net‑worth families and advisors who must design resilient, compliant, and cost‑efficient single‑family offices in a volatile world. Drawing on real-world experience across Asia, Europe, the Middle East, and Africa,
This book explains the why, what, and how of building a modern SFO: from founding a Family Council and writing a Family Constitution to selecting jurisdictions, legal vehicles, operational models, technology, and talent. It compares seven leading hubs against the needs of an emerging‑market family. It introduces a “hub‑and‑spoke” architecture and a novel Denial‑of‑Service (DoS) framework and existential operational risks to be managed proactively.
Key features:
- Step‑by‑step 5‑Step Plan: Family alignment; scope and strategy; jurisdiction and structure selection; implementation; governance and continuous review.
- Jurisdictional analysis: Direct comparisons of seven markets.
- Operational model: Practical in‑house vs outsourced mappings.
- Risk & resilience: The DoS framework, outward‑compliance playbook, BCP activation triggers, and multi‑bank diversification strategies.
- Investment economics: Focus on Total Expense Ratio (TER) management, fund vehicle choices (VCC, OFC, ICC), and practical ideas to control private markets fees.
- Governance tools: Templates for Family Charters, Family Council roles, Investment Committee design, and executive job descriptions.
Who should read this book:
- Founders and principals planning a family office or formalising existing informal arrangements.
- Family office executives and aspiring SFO leaders who need a pragmatic operational blueprint.
- Wealth advisers, trustees, lawyers, and private bankers advising families with cross‑border exposures.
- Next‑generation family members seeking a structured education on stewardship, governance, and impact investing. -
Climate Liability of Fund Managers / La responsabilité climatique des gérants de fonds
(in French) Master thesis for LLM International & Comparative Environmental Law
The asset management sector is technical, quantitative, polinodal and international; it is poorly understood in legal circles. The legal liability of fund managers is rarely successfully sought by investors or organisations that represent them. Yet the sector is facing a paradigm shift towards its climate responsibilities. The purpose of this brief is to outline an effective strategy to seek the climate liability of fund managers.
Résumé
Le domaine de la gestion collective, domaine…The asset management sector is technical, quantitative, polinodal and international; it is poorly understood in legal circles. The legal liability of fund managers is rarely successfully sought by investors or organisations that represent them. Yet the sector is facing a paradigm shift towards its climate responsibilities. The purpose of this brief is to outline an effective strategy to seek the climate liability of fund managers.
Résumé
Le domaine de la gestion collective, domaine technique, quantitatif, polinodal et international est mal appréhendé en droit. La responsabilité juridique des gérants de fonds est rarement engagée avec succès par les investisseurs et les associations qui les représentent. Pourtant le secteur fait face à un changement de paradigme qui le met face à ses responsabilités climatiques. Ce mémoire a pour objet de dessiner les contours d’une stratégie effective d’engagement de la responsabilité climatique des gérants de fonds. -
Pas de changement pour les fortunes asiatiques
Gestion de Fortune
Voir la publicationImpact de la crise en 2008 sur le FO asiatiques.
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Managing the family wealth of Asia’s richest
Investment Asia
Voir la publicationManaging the family wealth of Asia’s richest
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Foreign Investment through B shares in China
National University of Singapore thesis (Chinese Business Law)
Projets
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Family Office Course
Welcome to my course on Family Office & Family Wealth!
I will be sharing lessons and experiences from my career as a family officer, Chief Investment Officer and Outsourced-Chief Investment Officer, focusing on the setup and operation of family offices as well as the role of the Chief Investment Officer. In this course, we will cover a vast array of topics related to the management of family wealth. The journey encompasses a wide range of insights and knowledge gained over the years…Welcome to my course on Family Office & Family Wealth!
I will be sharing lessons and experiences from my career as a family officer, Chief Investment Officer and Outsourced-Chief Investment Officer, focusing on the setup and operation of family offices as well as the role of the Chief Investment Officer. In this course, we will cover a vast array of topics related to the management of family wealth. The journey encompasses a wide range of insights and knowledge gained over the years, reflecting on the intricacies of managing family wealth and sustaining a family office. Through my lens, you can delve into the evolution and transformation within the realm of family wealth management, exploring the challenges and successes, which I encountered over the past 20 odd years. -
Executive Producer, Howl
Voir le projetHowl is a 2015 British horror film directed by Paul Hyett and starring Ed Speleers, Sean Pertwee, Holly Weston, Shauna Macdonald, Elliot Cowan, Rosie Day, Calvin Dean, Duncan Preston and Ross Mullan.
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Family Office course
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Voir le projetFamily Office elective in Master of Wealth Management programme.
Prix et distinctions
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Laureate of Freshfields Prize for International Business Law Students
Freshfields Bruckhaus Deringer
https://m.lesechos.fr/16287-129-ECH.htm#
Langues
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French
Bilingue ou langue natale
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English
Bilingue ou langue natale
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German
Compétence professionnelle limitée
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Spanish
Notions
Recommandations reçues
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Petredec Group
Petredec Onshore Pte. Ltd. has signed an agreement to divest 100% of the shares in Petredec (Mauritius) Ltd (PML) to the State Trading Corporation (STC) of Mauritius, subject to customary completion steps. The transaction marks an important milestone for both organisations, with STC as the trading arm of the Government of Mauritius, responsible for procurement, storage and commercialisation of LPG among other selected strategic products. For more details, view the full press release here: https://lnkd.in/ei7Pzikx
3 commentaires -
Sino International Professional Advisory Council (SIPAC)
In this clip from the recently concluded SIPAC webinar, Jason Harel—Chairman & Co-Founding Partner at ALN Mauritius | BLC Robert & Associates—analyzes the circumstances under which Chinese investors should consider utilizing the Mauritius platform for regional holding over investments in Zambia. He notes that while single-project investments typically don't warrant a Mauritius structure, the holding platform becomes highly valuable if the investment involves regional expansion (e.g., to multiple jurisdictions like Botswana and Zimbabwe) or requires cross-border treasury management. Mauritius allows firms to use Double Taxation Agreements (DTAs) for tax optimization and address complex issues like stamp duty on share transfers in Zambia. However, he cautions that with the China-Mauritius DTA under renewal, investors must weigh both tax and non-tax factors carefully.
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Emma Ruane
Fraudulent misrepresentation/ deceit: As a self-confessed “fraud wonk” (a phrase I’ve stolen from Mary Young), I was keen to read the Privy Council’s decision in Credit Suisse Life v Ivanishvili (https://lnkd.in/eW3WkSMb). The key aspect of the decision is it confirms that, to make out a claim in fraudulent misrepresentation, it is not necessary to show that the person to whom the representation was made had a conscious awareness or understanding of it. So why, over the last decade, was it thought otherwise? The Board considered that this belief stemmed from 3 misconceptions: (1) One has to be aware of a representation to rely on it. Reliance is an essential element of a claim for deceit. Its importance is twofold: (i) the representation must have deceived the claimant (C) by causing C to hold a false belief ("reliance in belief"); (ii) C must, because of holding that false belief, have acted so as to suffer loss ("reliance in action"). The Board noted that both aspects of reliance require the representation to operate on the mind of C, but neither logically requires C to be consciously aware of the representation at the time when C acts on it and nor is there any good reason to insist on such an additional requirement. (2) If C isn’t aware of the representation, the court can’t be sure of what the representation is. The Board found that what matters in a claim for deceit is not whether C understood D’s statement according to the construction put on it by the court, but whether C understood the statement in the sense that D intended C to understand it (and knew to be false or at least did not believe to be true). Whilst the Board acknowledged that how the court interprets the statement may well be relevant to the court's assessment of how either or both parties probably understood it, they emphasised that it is the parties' subjective beliefs that are critical. (3) If C isn’t aware of the representation, he has made an assumption and (in short) that’s his problem. The Board underlined that what matters is whether, in a case where C has acted on an assumption, the assumption was one which C would naturally be expected to make in response to D’s words or actions or whether it was one made independently by C. If C has acted as a result of an erroneous belief not caused by D, D will not be liable. This judgment provides welcome clarification of the law on fraudulent misrepresentation. It also demonstrates the potential risk attaching to an uncompromising litigation strategy. The Board made their displeasure with CS Life apparent in this judgment (noting, amongst other things, its “flat earth” approach to the litigation) and it was obvious that, if there was a choice as to whether to find for or against CS Life, the Board would adopt the latter course. On the facts, this probably didn’t make a difference to the outcome, although doubtless, if this was a case litigated in England, there would be cost implications.
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