Key Takeaways
- • Deloitte Private estimates the number of single-family offices worldwide rose from 6,130 in 2019 to 8,030 in 2024, with a projection of 10,720 by 2030, per the Defining the Family Office Landscape 2024 report.
- • The wealth associated with these offices was estimated at US$5.5 trillion in 2024, potentially rising to US$9.5 trillion by 2030.
- • According to Singapore's Monetary Authority, more than 2,000 single-family offices were receiving tax incentives at the end of December 2025, up from approximately 400 in 2020.
- • UBS's 2025 Global Family Office Report found alternatives made up about 40% of North Asian family office portfolios versus 31% in Southeast Asia, and 81% of surveyed Southeast Asian offices planned to change strategic allocations within 12 months.
- • Family offices can be more flexible than traditional institutional allocators, but there is no universal allocation percentage to external managers, so emerging managers must demonstrate process, team, transparent reporting and risk management.
Summary
Family offices are becoming an increasingly influential force in global investment markets, driven by entrepreneurial wealth creation, intergenerational transfers and demand for greater control over capital, according to an analysis by Nicholas Boyd-Mathews published on Livewire Markets on 19 October 2026. Deloitte Private's Defining the Family Office Landscape 2024 estimated that the number of single-family offices worldwide increased from 6,130 in 2019 to 8,030 in 2024, and projected this could reach 10,720 by 2030. The wealth associated with families served by these offices was estimated at US$5.5 trillion in 2024, potentially rising to US$9.5 trillion by 2030.
Singapore has emerged as one of the world's leading family office centres, supported by political stability, an established financial services industry, international connectivity and access to Asian investment opportunities. According to the Monetary Authority of Singapore, more than 2,000 single-family offices were receiving tax incentives at the end of December 2025, compared with approximately 400 in 2020. Singapore's overall asset management industry reached S$6.7 trillion in assets under management in 2025; this figure covers the industry as a whole rather than family offices alone. Not every family runs a fully staffed investment office, as some use multi-family offices or external advisers.
Family office portfolios increasingly combine traditional holdings with alternatives. Deloitte's 2024 research found Asia-Pacific family offices allocated approximately 25% to equities, 21% to private equity and private debt or lending, 19% to real estate and 19% to fixed income in 2023. The UBS 2025 Global Family Office Report found alternatives represented roughly 40% of North Asian family office portfolios compared with 31% in Southeast Asia, with private equity at about 15% and 11% respectively and private debt about 6% in Southeast Asia. The UBS Global Family Office Report 2026 identified 81% of surveyed Southeast Asian family offices planning to change strategic allocations over the following 12 months, with artificial intelligence, power, resources and infrastructure among the themes attracting attention. The article cautions that thematic interest does not guarantee capital commitments.
For fund managers, the article highlights private equity, venture capital, private credit, infrastructure, real estate and direct investments as relevant opportunities, while noting that private credit requires assessment of borrower quality, security, leverage, liquidity and default risks. Family offices may consider specialist strategies, smaller funds, direct investments and co-investments, but there is no universal allocation percentage for external managers. Emerging managers must demonstrate a credible process, an experienced team, transparent performance reporting, robust risk management, and how their strategy fits the family's existing portfolio. Governance, reporting, liquidity terms and due diligence are cited as potentially decisive factors.
Singapore has emerged as one of the world's leading family office centres, supported by political stability, an established financial services industry, international connectivity and access to Asian investment opportunities. According to the Monetary Authority of Singapore, more than 2,000 single-family offices were receiving tax incentives at the end of December 2025, compared with approximately 400 in 2020. Singapore's overall asset management industry reached S$6.7 trillion in assets under management in 2025; this figure covers the industry as a whole rather than family offices alone. Not every family runs a fully staffed investment office, as some use multi-family offices or external advisers.
Family office portfolios increasingly combine traditional holdings with alternatives. Deloitte's 2024 research found Asia-Pacific family offices allocated approximately 25% to equities, 21% to private equity and private debt or lending, 19% to real estate and 19% to fixed income in 2023. The UBS 2025 Global Family Office Report found alternatives represented roughly 40% of North Asian family office portfolios compared with 31% in Southeast Asia, with private equity at about 15% and 11% respectively and private debt about 6% in Southeast Asia. The UBS Global Family Office Report 2026 identified 81% of surveyed Southeast Asian family offices planning to change strategic allocations over the following 12 months, with artificial intelligence, power, resources and infrastructure among the themes attracting attention. The article cautions that thematic interest does not guarantee capital commitments.
For fund managers, the article highlights private equity, venture capital, private credit, infrastructure, real estate and direct investments as relevant opportunities, while noting that private credit requires assessment of borrower quality, security, leverage, liquidity and default risks. Family offices may consider specialist strategies, smaller funds, direct investments and co-investments, but there is no universal allocation percentage for external managers. Emerging managers must demonstrate a credible process, an experienced team, transparent performance reporting, robust risk management, and how their strategy fits the family's existing portfolio. Governance, reporting, liquidity terms and due diligence are cited as potentially decisive factors.
Go deeper than the headline
Research every firm in this story, track the ones that matter and get the daily briefing — free for 7 days.