This page contains a Flash digital edition of a book.
THE VISION


The family leaders’ responsibility


Zinzan Cunningham talks with Sydney-based John Marshall of Marshall Investments about his Family Office journey.


property, equities, private equity and other working businesses. “I realised that to manage these investments


J


successfully I needed to have a Family Office structure separate from our working business,” says Mr Marshall. “Initially I hired an accountant and we managed from


a separate office within the business. The succession of my cousin as managing director in the wholesale fashion business allowed me to focus and build capability around the Family Office.” He says that the Family Office model was a good


fit because he had always focused on concentration risk, and he wanted to widen his investment base so that the business was not dependant on one business in a difficult industry. It was a plan for the future.


ohn Marshall’s original business interests were in the wholesale fashion industry. Over 15 years ago, he decided to diversify his family business interests into other asset classes including


Mr Marshall says the Family Office journey is closely


linked to education and succession planning. “I was the Sydney Chapter Chairman for


an organisation called YPO. This international organisation’s mission is education and idea exchange for business leaders. YPO was very helpful in the early days in identifying that one of the most important family business issues was succession planning. I recognised we needed to focus on our next generation’s education and experience making them capable of leadership responsibility for the future. “When my children were in their teens, we started


family council meetings and having elementary discussions about strategy and our family business. “We enlisted a number of professionals in the early


stages to create a family council to establish a process including a psychologist who chaired the meetings, external accountants, our internal general managers and we talked to a number of the private banks which gave us a road map.


“I realised that to John Marshall 26 FAMILY OFFICE: THE FUTURE


manage these investments successfully I needed to have a Family Office structure separate from our working business.” – JOHN MARSHALL


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112