Thierry Brunel is the Chief Investment Strategist at Matter Family Office, advising families and institutions on long-term wealth strategy.
Among the ultra-wealthy, wealth transfer is no longer an abstract event on a distant horizon. It’s a present reality—massive, swift and complex. Cerulli Associates projects that $124 trillion will pass between generations by 2048, with $105 trillion headed to heirs. That’s not a transition. It’s a tectonic shift.
And yet, the most important question isn’t how to transfer money. It’s how to transfer capability.
In response, many leading families are embracing a structure that feels more corporate than familial but proves transformative in both spheres: the multi-generational investment committee (MGIC). While traditionally used by foundations and institutions, these committees are being reimagined as a tool for families, not to centralize control but to decentralize wisdom.
The goal isn’t just education. It’s empowerment. Here’s how.
Challenge: Disparity Of Experience And Confidence
In any family system, the lived experience across generations is wildly uneven. One generation built the business. Another grew up watching it grow. The youngest often knows the most about sustainability or emerging tech but the least about the mechanics of investment governance.
The result? Silence. Or worse, over-deference. One generation dominates, another withdraws.
Solution
When families begin with non-decision meetings designed purely for learning, it takes pressure off newer participants and builds confidence gradually. With each meeting, family members develop the language, fluency and curiosity to engage meaningfully.
The focus is always on shared learning, not performance. Some participants ask tactical, granular questions. Others take a philosophical or values-driven lens. Both are valid and essential.
Challenge: Power Dynamics And Group Imbalance
When families meet to discuss money, old dynamics tend to resurface. A confident voice can steer the conversation, even when others hold valuable but quieter perspectives. Younger or less experienced members may hesitate to speak. Elders, fearing loss of control, may subconsciously suppress engagement.
The risk can be either a top-down directive or a polite but hollow consensus.
Solution
Regular MGIC meetings level the field by formalizing engagement. Everyone has a vote. Everyone is expected to contribute. Facilitation is structured to prevent overreach by any one voice and to draw out quieter or younger participants.
Over time, members begin to see that influence doesn’t need to correlate with age or assertiveness. This instills a culture of collaborative leadership, where differing styles aren’t just tolerated, they’re valued.
Challenge: Lack Of Practical Governance Experience
Reading about investment principles is one thing. Making decisions with real capital at stake is another. Families often avoid involving younger generations in financial decisions until they “seem ready.” But without structured exposure, readiness never comes.
Solution
MGICs serve as a laboratory for decision-making. Families review real portfolios, evaluate investment theses and analyze risk with guidance from facilitative integrated advisor teams. Even when no formal decision is being made, participants learn the how and why behind every recommendation.
This approach demystifies the process. Family members gain practical skills while also developing an understanding of each other’s risk appetites, decision styles and values.
Beyond The Numbers
What emerges from these committees isn’t just better investment knowledge. It’s a richer understanding of the family itself. Members begin to grasp how each person thinks, where their instincts lie and what values drive them. They learn not only about markets, but about each other.
Over time, these conversations create more than financial alignment. They create relational equity—a deep sense of trust, shared purpose and forward momentum.
In the case of one client, the Singh family (name changed), the third generation was introduced to the family’s MGIC in their early 20s. Over a series of years, they moved from passive attendees to active participants. By the time their inheritance arrived, they weren’t just prepared, they were already practicing the role of steward.
Why This Structure Matters Now
The temptation to delay conversations until the “right moment” is powerful. But in family systems, there’s no perfect moment, only the one you choose to make. In an era where legacy is often at odds with complexity, multi-generational investment committees offer clarity, capacity and connection.
A multi-generational investment committee is not simply a place to manage capital. It’s where families practice being families in the context of wealth—learning, disagreeing, collaborating and leading together.
Because stewardship isn’t inherited. It’s rehearsed.
The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation.
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