Every client’s circumstances differ
At Averis Wealth, our work begins not with solutions but with understanding how wealth was created, what obligations accompany it, who the family members are and what their relationships are, what governance currently exists, and what values should shape decisions.
This understanding develops through extended conversation. Only from this foundation can we design the particular architecture each family requires.
Customisation starts with a standard offering and adjusts it. Bespoke design starts with the client. What do they actually need? How do they prefer to make decisions? How much detail do they want in reporting? What is their risk tolerance as revealed through actual behaviour, not questionnaires?
The services we provide, frequency of communication, composition of teams, balance between family decision-making and professional discretion – all vary based on particular requirements. What emerges is unique architecture reflecting unique circumstances.
Clients with substantial wealth inevitably work with multiple specialists. Left uncoordinated, specialist advice can work at cross-purposes. Tax recommendations may complicate estate plans. Investment strategy may generate income in high-tax jurisdictions when income could be directed elsewhere.
At Averis Wealth, our role is integration. We sit at the centre, ensuring specialist advice fits coherently into the whole. We translate between specialists, identify conflicts before they create problems, and ask questions specialists working in isolation might not consider. Families should not coordinate their own advisors. That coordination is part of what we provide.
We design governance that clarifies who has authority over what decisions, ensures appropriate people are informed and consulted, and makes decision-making efficient rather than cumbersome.
Good governance evolves as families do. It accommodates next generations assuming greater responsibility without requiring formal amendments every time circumstances change. It provides enough structure to prevent chaos whilst preserving flexibility to respond to unanticipated situations.
Access to opportunities, specialised expertise, purchasing power. But scale pursued through growth creates different dynamics, eventually transforming firms into institutions where processes replace judgement. We have chosen scale without growth. By limiting families we serve, we achieve scale’s benefits without its pathologies. Our team can know each family’s circumstances in depth. We maintain high ratios of professionals to clients. We never face pressure to accommodate families whose needs don’t align with what we do well.
By limiting families we serve, we achieve scale’s benefits without its pathologies. Our team can know each family’s circumstances in depth. We maintain high ratios of professionals to clients. We never face pressure to accommodate families whose needs don’t align with what we do well.
By limiting families we serve, we achieve scale’s benefits without its pathologies. Our team can know each family’s circumstances in depth. We maintain high ratios of professionals to clients. We never face pressure to accommodate families whose needs don’t align with what we do well.