Following our deep dive into how MENA-based family offices are rethinking their approach to direct startup investments, this piece explores another critical dimension of that shift: the evolving role of advisors. As families take a more hands-on role in managing their wealth and making strategic bets, they’re also raising the bar for the kind of expertise, judgement, and partnership they expect from those around them. It's no longer about hiring someone to manage capital—it’s about finding trusted allies who can help protect and grow a legacy.

As family offices in MENA and beyond mature, their expectations of advisors are changing fast. It's no longer just about optimising returns. Today’s families are looking for strategic partners who can help them navigate complex investment landscapes, preserve their legacy, and operate with integrity across generations.

Beyond the balance sheet

Family offices are now dealing with more ambitious investment agendas, tighter regulatory frameworks, and an increasing interest in purpose-driven wealth. This means advisors need to offer more than just technical competence—they must be able to align with a family’s long-term vision, adapt to changing goals, and provide proactive guidance across investment, governance, and succession planning.

In markets like Saudi Arabia and the UAE, where many first-generation offices are transitioning into institutionalised platforms, the demand for this strategic guidance is even more pronounced.

Trust, discretion, and fit

The advisors who stand out are those who can build real trust. Christopher Aw, a seasoned advisor to high-net-worth families, notes that transparency, communication, and discretion often matter more than any financial model. “Families want someone who understands their values, not just their assets,” he says.

Importantly, independence plays a big role. Internal dynamics can sometimes influence full-time advisors. Many families, Aw points out, prefer to work with several external advisors—especially if they’re not connected—to ensure objectivity and diverse thinking.

Soft skills matter

Technical expertise is expected. But what increasingly sets top advisors apart is emotional intelligence: the ability to handle sensitive family matters, manage generational dynamics, and step into the role of a trusted confidant. It’s not unusual for advisors to be invited to family events or involved in major personal transitions.

Supporting direct investment ambitions

With more family offices pursuing direct investments, especially in startups and real assets, advisors are expected to offer more than passive wealth planning. Advisors are expected to benchmark deals, identify potential red flags, and facilitate meaningful partnerships. Families are also tapping into advisors’ networks for co-investment opportunities and sector insight—particularly in frontier sectors like fintech, climate, and deep tech.

Value, not just price

While fees remain a consideration, the focus is increasingly on value. The right advisor can help avoid costly mistakes, uncover untapped opportunities, and bring clarity to complex decisions. That impact tends to outweigh headline costs.

Families are also advised to do their due diligence—checking references, seeking peer recommendations, and looking for a consistent track record of alignment and discretion.

Bottom line: Family offices are looking for partners, not just service providers. The most effective advisors today are those who combine technical depth with emotional intelligence, who can operate with independence, and who are committed to the family’s vision—not just its financial outcomes.

As Aw puts it, “The families who thrive are the ones who ask hard questions, surround themselves with experts, and stay honest about what they don’t know.”

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This article is part of an ongoing series exploring how family offices in the MENA region are navigating venture capital, private equity, and alternative investments. Stay tuned for more insights in the coming weeks.