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LETTER FROM THE US


With so much capital in


play private banks are keen to keep the millennial children of wealthy families sweet. But there’s already next-


generation frustration with the banking sector. Change is underway, says Holly Isdale, founder of Wealthaven. As the largest


intergenerational wealth transfer in history unfolds, Isdale warns financial services providers to review not just what they claim to deliver, but how they deliver it. The shift won’t necessarily


be a culture clash of young versus old. “I don’t think it’s an age


issue, it’s a mindset issue,” Isdale says. “I have a number of clients where even younger advisers have been, or will be, exited from the (family office) system because they’re just not keeping pace with what the family wants.”


What do family firms want? For


TRILLIONS AT STAKE AS MILLENNIALS SETTLE IN


B


oomers are retiring in droves. Generation X is not far behind. Millennials are taking charge of family fortunes. Now what? Over the next 40 years, $30 trillion in


financial and non-financial assets will pass from Baby Boomers to their heirs in North America,


according to management consultants Accenture. 8


CAMPDENFB.COM


the 200,000 with revenues of $10 million to $1 billion, better access to operational and strategic resources would help, says Andrew Weinberg, managing partner at Brightstar Capital Partners. Weinberg notes these “middle


market” companies, most of which are privately or family held, produce one-third of GDP, invest heavily in R&D, and are potent job creation machines. Compared with multinational


public companies, Weinberg says, they’re overlooked. “They fly under the radar, which


is why we like investing in middle market companies,” he says. “Every


I DON’T THINK IT’S AN AGE ISSUE, IT’S A MINDSET ISSUE


ISSUE 74 | 2018


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