Family offices have come a long way from their origins as small, close-knit entities set up to manage a single family’s affairs. Today, they have matured into highly sophisticated organisations that attract and employ some of the best talent globally.
Because no two family offices are alike, reliable salary benchmarking can be difficult to obtain. The work environment is unlike any other, requiring a broad and specialised skill set. At the same time, many professionals entering the family office space come from sectors like professional services and investment banking, where compensation frameworks are more standardised and transparent.
To fill this gap, KPMG Private Enterprise and Agreus Group collaborated to produce the Global Family Office Compensation Benchmark Report. This study combines both quantitative and qualitative data to give a clearer picture of family office structures, pay scales, and professional trends.
Survey scope: 585 professionals across the family office industry, covering roles from personal assistants to principals.
Qualitative insights: 20 in-depth interviews with senior executives, including CEOs and managing directors, representing family offices on every continent.
Together, these inputs provide one of the most comprehensive compensation studies in the sector.
Regional Highlights
The UK continues to stand out as a favoured jurisdiction for family offices. Despite recent tax reforms, London maintains its appeal thanks to its world-class financial ecosystem, respected legal and regulatory framework, and access to quality education and lifestyle opportunities.
- Typical salary range for UK Family Office CEOs: £198,001 – £264,000.
Key Trends: Professionalisation and Governance
One of the strongest findings is the ongoing professionalisation of family offices. More are being structured as independent entities, reflecting a shift towards clearer governance and a deeper strategic vision. The dominant priority identified was wealth preservation, underscoring families’ desire to protect and grow their capital across generations rather than just manage its immediate deployment.
Governance standards are also rising, with more robust committees, improved reporting frameworks, and clearer separation of personal and business assets. This structural maturity is being driven by external pressures too, as macroeconomic uncertainty has sharpened the focus on diversification, liquidity management, and investment governance.
Talent and Recruitment
As family offices evolve, they increasingly seek professionals who can go beyond narrowly defined job roles. The emphasis is on adaptability, resourcefulness, and cultural alignment with the family’s values and mission. Professionals capable of blending technical expertise with personal discretion are now among the most sought after.
