Middle East & wider EMEA Europe
Families and business owners establishing a European base — an EU holding structure, an operating company, residence, banking and the reporting that comes with them.
Private office · Europe & EMEA
A family office does not begin at a hundred million.
It begins the moment a family's wealth becomes more complicated than one person's time. Indicium is the private office for families holding €1 to €10 million — the band the industry has decided to skip.
The band we work in
Between a private banker and a family office there is a gap. We work in it.
A private bank sells you products. A family office costs more to run than the wealth it would govern. Below the conventional threshold, families are left to hold everything together themselves — usually in one person's head, and usually the same person who is still running the business.
€100m
The wealth at which the industry conventionally says a dedicated single-family office becomes viable.
€1–10m
The band we are built for: enough complexity to need governance, not enough scale to staff it.
Two
The corridors we work along — EMEA families establishing in Europe, European families extending into the Gulf.
The €100 million figure is the conventional industry reference point for a dedicated single-family office, not a rule. What matters is the observation behind it: the work starts far earlier than the structure does.
The mandate
Three obligations, held together in one place.
Most families in this band already have advisers. What they do not have is anyone whose job is the whole picture — and who is paid by them alone.
I
Wealth oversight
One consolidated view of what the family owns and owes: accounts, holdings, property, the operating company, the pension, the loans. Kept current, reported plainly, and readable by someone who is not a banker.
II
Succession and continuity
Who decides, who inherits, and what happens to the operating business if the founder stops. Wills, holding structures, foundations, shareholder arrangements — and the family conversations that have to come before any of them.
III
Investment counsel
An independent second opinion on what is put in front of you: a fund, a property, a private placement, a co-investment with a friend. We hold no products, take no commission, and have no reason to prefer one answer over another.
Capabilities
The instruments behind the advice.
Governance is not enough on its own — at some point somebody has to incorporate the holding company, draft the shareholder agreement and file the accounts. We keep those capabilities in the practice so the family is not handed a list of introductions.
A
Family office
Oversight, reporting, succession, governance, investment review and the coordination of every other adviser.
B
Structures and corporate
Holding companies, special purpose vehicles, foundations and trusts, joint ventures, restructuring, governance and filings.
C
Legal and tax
Cross-border structuring, tax-efficient holding frameworks, documentation, transactions, regulatory and AML alignment.
D
Establishment
Company formation and licensing in the EU and the UAE, banking support, residence and substance, ongoing compliance.
Scope
Two directions, one practice.
We work across Europe and the wider EMEA region, and almost every mandate runs in one of two directions. Working both of them from inside one practice is the point: the European and the Gulf side of a structure are decided together, not in sequence by two firms who never speak.
Europe Middle East
European families extending into the Gulf — a UAE structure alongside the European one, with the substance, governance and tax positions considered together rather than in sequence.
Why boutique
The scale of the adviser should match the scale of the family.
A family holding €4 million is a rounding error to a large institution and a full mandate to us. That is not modesty; it is the reason the work gets done properly.
Paid by you, and only by you
No products, no commissions, no retrocessions, no referral fees taken from the other side. A fixed fee, agreed in advance.
One team, the whole file
The people in the first conversation are the people who do the work. Nothing is handed to a desk that has not met you.
Discretion as a default
No client names, no case studies, no logos. What a family owns is not marketing material.
Plain reporting
Written in language the next generation can read without an adviser sitting next to them. That is the test we apply.
First step
One conversation, before anything is decided.
No structure, no product, no proposal. A first conversation is an hour spent understanding what you hold, who it is for, and whether we are the right practice for it — which sometimes we are not.
Arrange a conversation