For family offices and entrepreneurial families
Governing operating and financial wealth as one enterprise, and preparing the generational handover with method.
Your challenge
Your wealth stands on two legs: the company that creates value and the financial assets that protect it. Too often they are governed as separate worlds, while decisions are made over Sunday lunch rather than through bodies with clear mandates. Ownership, governance and management blur; there is no shared investment policy; the next generation is not yet ready. The public UBS / J.P. Morgan 2026 finding confirms it: 86% of family offices lack a clear succession plan for decision-makers. A single bereavement or dispute can scatter decades of value into conflict and avoidable tax. Informal arrangements that worked for one founder rarely survive the move to many owners.
How we work
We start with an honest map of assets, roles and family expectations, reading operating and financial assets as one enterprise. We design the governance architecture: bodies such as the board and investment committee, delegations and decision thresholds, and the perimeter of the family office. We formalise an Investment Policy Statement with objectives, risk and asset allocation, and a family charter that turns values into rules on entries, exits and dividends. We set capital allocation between the business and the portfolio, separate ownership from management and prepare the generational handover well ahead of time, with absolute discretion and traceable decisions.
Why Krymax
We are a founder-led Swiss boutique of executive and operational advisory, based in Lugano with roots in Ticino, one of Europe family-office hubs alongside Geneva. We do not sell financial products and we do not manage your money: we act as an independent third party, working side by side with your lawyers, fiduciaries and banks. We combine the discipline of strategy advisory with the realism of people who have run actual structures and operations. Our thread stays Strategy, Structure, Control: governance that holds over time, outlives individuals and protects family unity beyond any single head.
- — Govern operating and financial wealth as one enterprise, with a single unified view
- — Draw a clean line between ownership and management, with real bodies and delegations
- — Decide capital and investments on a formal policy, not on the impulse of the moment
- — Prepare an orderly generational handover before an event forces it
Governance architecture: bodies, roles, delegations and decision thresholds
Board and investment committee designed and made operational
Investment Policy Statement with objectives, risk and asset allocation
Family charter and capital allocation between operating and financial assets
Generational handover roadmap with milestones, roles and responsibilities
Family office and multigenerational governance
Krymax Studio
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Strategic direction & governance
We give companies, scale-ups and groups a direction that holds up in the boardroom and in front of capital: from strategy and the industrial plan through to an investor-ready business plan and capital structuring. Not theory, but executable decisions delivered with Swiss rigour.
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Do you replace our advisors, banks or fiduciaries?
No. We act as an independent third party and do not sell financial products or manage your money. Our role is to design governance and coordinate your existing counterparts, keeping the family at the centre of decisions. We stay alongside through implementation until the bodies and rules genuinely work.
Why govern operating and financial wealth together?
Because they are two sides of the same family capital. Treating them separately leads to incoherent decisions: dividends paid out without regard to the portfolio, investments disconnected from the risks of the business. With one governance architecture and a shared IPS, every capital allocation choice reflects the whole picture and the family horizon.
When should the generational handover begin?
Far earlier than most expect. A prepared handover takes years: developing the next generation, building bodies that hold and formalising shared rules. Starting it under the pressure of an event invites conflict and avoidable tax. We design a roadmap with milestones and responsibilities, so continuity does not depend on a single person.