Multi-family office fees: how shared offices charge

How do multi-family offices charge for their services?

Four methods dominate: a percentage of assets, a fixed retainer, hourly rates and a fee per service. Many firms mix them, for example a retainer for coordination plus hourly rates for projects. Each method links the firm’s income to a different driver, and the driver shapes behaviour.

Start with the driver. A fee based on assets grows when assets grow. A retainer stays flat while the workload moves. Hourly work grows with the time spent. A fee per service grows with the number of services ordered. Knowing the driver helps you predict the bill and spot where incentives pull.

How does an asset-based fee work at a shared office?

The firm charges a percentage of the assets it serves, often with lower rates on higher tiers. The fee rises when your assets rise, and it falls when they fall. Firms like it because the income stays steady, and families like the simplicity of a single rate.

Check which assets count. Some firms include only assets under direct management, while others include every asset they report on. The definition changes the bill materially. Ask the firm to show the calculation for your own balance sheet, with the tiers written out line by line. A worked example on paper removes most doubts before signature.

When does a fixed retainer suit a multi-family office client?

A fixed retainer suits a family that wants predictable costs and a stable scope. The firm commits a team and a service calendar, and the family pays the same amount each period. Budgeting becomes easy, and the family sees the price of coordination as a separate line.

Define the scope with care. A good retainer lists the services, the reporting calendar, the number of meetings and the response times. It also states what falls outside the retainer and how extra work is priced. This clarity prevents debates when a new request arrives, and it gives the family a fair basis for a yearly review.

How do hourly and project fees work at a shared office?

Hourly rates and project fees suit one-off work: setting up a structure, reviewing a manager, preparing for a succession meeting. The family pays for the effort used. Rates differ by seniority, so the mix of juniors and seniors on a project affects the total.

Ask for an estimate with a range and a cap, plus a written trigger for approval when the work will exceed the estimate. Time sheets or milestone reports let you follow progress. For recurring work, compare the hourly total over a year with a retainer to see which structure costs less. Many families use a retainer for the routine and hourly rates for projects.

Which extra fee layers can sit on top of a multi-family office fee?

The office fee is one layer. Others can include custody and brokerage fees at the bank, management and performance fees at the funds, administration fees at the structures and the cost of external advisers. A family pays all of these, even when only the first one appears on the office invoice.

Ask the firm to list every fee that a client pays when it uses the firm’s recommendations, and to state whether the firm or an affiliate receives any part of them. A full list lets you add up the total cost of the arrangement. It also shows whether the firm’s income depends on the products it suggests.

How can a family compare multi-family office fees on equal terms?

Write one list of the functions you need and ask each firm to quote against it. Then model the total cost under 3 scenarios: today’s assets, assets 30 percent lower and assets 30 percent higher. The comparison shows how each structure behaves when markets and workloads move.

Add the extra layers from the previous section to each quote. Then compare the totals and the service levels together. The cheapest total is not always the best fit, and the full picture lets you weigh price against coverage, attention and independence.

Which fee terms can a family negotiate with a multi-family office?

Many terms can move: the tiers of an asset-based fee, the scope of a retainer, caps on project work, the review date, the notice period and the way the firm shares commissions it receives. Firms often show more flexibility on terms than on headline rates.

Ask for an annual review of fees against services delivered, a written scope for each year and a clear exit process, including the transfer of records. These terms protect the family if needs change. Record the agreed terms in the engagement letter, so both sides work from the same page. Diary a review date and keep the letter with the family records.

How can a family test its multi-family office fee choice?

Fees are part of a wider decision about trust, fit and family alignment. The EQOS Asia pricing page lists formats that score a decision across 9 life dimensions, which gives the family a structured view next to the fee table.

A free 30-minute pre-diagnostic helps you frame the comparison (EQOS Asia private page, 2026). Book it through the contact page and bring your quotes. You leave with a view on the criteria that matter most and the questions to ask each firm.

Frequently asked questions

About the author

Stéphane Jambu

President, EQOS Forecast Asia

Stéphane Jambu leads EQOS Forecast Asia and works as a consultant in e-commerce, search visibility, and AI. LinkedIn profile