Family Offices Gather in New York to Reassess Risk, Capital, and Long-Term Strategy

At a moment when global markets are marked by volatility, geopolitical uncertainty, and structural economic shifts, family offices are quietly rethinking how capital is preserved, deployed, and governed. That recalibration was on display at the Family Office Forum New York 2025, convened by Prestel & Partner on 21–22 October at the Harvard Club.

Unlike large investment conferences dominated by product pitches and headline forecasts, the New York forum was intentionally restrained in scale and tone. Attendance was capped at just over 200 participants, the majority of whom represented family offices and ultra-high-net-worth individuals, creating an environment geared toward peer exchange rather than performance.

With more than 30 family office principals and executives participating as speakers, the program emphasized lived experience over theory. Discussions unfolded largely behind closed doors, allowing participants to speak candidly about what has changed in the post-crisis investment landscape—and what has not.

Participants addressed a range of interconnected challenges: the growing complexity of risk across physical, digital, and geopolitical domains; the pressure to balance capital preservation with innovation; and the increasing importance of governance structures that can endure across generations. Rather than presenting consensus views, speakers often highlighted divergence—reflecting the reality that family offices, by design, operate outside standardized models.

One recurring theme was the erosion of traditional assumptions about stability. Several discussions explored how family offices are adapting to a world in which long-term planning must contend with rapid technological shifts, climate-related risks, and political fragmentation. In this context, families are reassessing not only asset allocation, but also decision-making frameworks and internal capabilities.

The forum’s structure encouraged cross-pollination between US-based family offices and international counterparts, underscoring the increasingly global nature of private capital. Conversations frequently moved beyond markets to examine operational resilience, security, and the human dimensions of wealth stewardship.

The forum’s design which is limited participation, minimal stage production, and an emphasis on dialogue—stood in contrast to the broader trend of ever-larger investment gatherings. Attendees noted that the smaller setting allowed for continuity in conversations and deeper engagement across sessions, meals, and informal meetings.

While select partners contributed technical expertise, their role remained secondary to the peer-led format. The result was a programme that felt closer to a working convening than a showcase event.

The New York meeting forms part of Prestel & Partner’s wider Family Office Forum series, which continues across major global financial and family office hubs including Zurich, Riyadh, Dubai, Los Angeles, Singapore, Istanbul, and London. Each forum follows the same core model: curated participation, topic-driven discussion, and discretion.

Taken together, the conversations in New York offered a snapshot of how some of the world’s most patient capital is responding to a period of sustained uncertainty. Rather than dramatic shifts, the tone was one of careful adjustment—incremental changes to strategy, governance, and risk management shaped by long-term thinking rather than short-term cycles.

In that sense, the Family Office Forum New York 2025 served less as a place to predict the future than as a barometer of how quietly influential investors are preparing for it.

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