Hands-on, at the moments that matter most.
Families with a family office are rarely short of advice. What they are often short of is someone who will actually do the work.
The families we work with are well surrounded. They have lawyers, bankers, trustees, investment consultants — experienced advisers who know their field and know the family. Advice is not the problem.
The problem is execution. When something complex has to change — a transition of power, an office that no longer fits, a structure that has slipped from the family's grip — advice can map the territory but cannot walk it. Someone has to take the project in hand, carry it through from the first conversation to the last decision, manage the people involved, hold the difficult moments, and stay until the work is done.
That is what Westwick does. We go in. We sit alongside the family, work at their pace, respect how they function and how decisions are made inside the family — and we do not leave until the outcome belongs to them, not to us.
No one else on the market is built this way. Most advisory firms give recommendations and move on. We give recommendations and then execute them. That distinction is the whole point of Westwick.
The three moments we exist for.
We engage at three specific inflection points — moments when the family cannot move forward on advice alone, when someone needs to be in the room, carrying the work.
Generational transition
A critical moment in the life of a family — and one that can leave deep, lasting damage when it is not handled with care. We bring a profound understanding and respect for what a family is and how family dynamics work, and we work alongside every generation to put in place decisions that serve the whole family.
Read moreResetting the family office
Whether the office is being created from scratch after a liquidity event, or rebuilt because it has drifted from what the family needs, the work is the same: we listen first, then build the structure that fits — governance, staff and advisers, jurisdictions, capital allocation.
Read moreTaking back control
When something the family owns has slipped from its grip — a board seat that has gone its own way, a direct investment whose governance has weakened, an external mandate that has stopped serving the family — we step in to put the family back in charge.
Read moreHow a mandate works
Every mandate starts with a conversation — usually introduced to us by a family, a trustee, or an adviser who knew our work. We take on a small number of mandates each year, by design. Each one is led by a partner. We do not send a team and disappear; the partner who commits to the family is the one who does the work.
We work at the family's tempo. Some mandates move fast — a crisis forces a decision. Others take longer because the family needs to reach a decision it can live with, not just the quickest one available. We adapt to both. What does not change is our position: we are always on the family's side, and we leave when the work is done.
Mandates are strictly confidential. A conversation commits the family to nothing.
If you recognise the moment, we should talk.
We take on a small number of mandates each year. Most begin with a single conversation.