Q1: How did the business perform in 2025, and what drove its growth over the past year? How has the cost-income ratio trended this year, and what were the key factors influencing it? Looking ahead, what are your main priorities and strategic plans for 2026?

In 2025, Landmark Family Office delivered resilient performance, reflecting a disciplined approach to capital preservation and growth across complex market conditions. Families entrusted us to navigate a volatile investment landscape marked by tariff-related issues, rapid developments in artificial intelligence and geopolitical tensions. 

Our institutionalised risk frameworks, combined with bespoke portfolio construction, enabled us to protect capital while selectively capturing growth opportunities, particularly in private markets, sustainable real assets, and credit.

The cost-income ratio saw a modest improvement despite inflationary headwinds earlier in the year, thanks to ongoing investments in technology and operational efficiency. By automating routine middle- and back-office processes, integrating real-time data systems, and enhancing reporting capabilities, we’ve freed our client team to focus on deeper advisory and long-term wealth planning. This is critical for families seeking not only investment performance but also sophisticated governance, legacy, and philanthropy solutions.

Looking to 2026, our strategic focus remains deeply aligned with family needs across generations. We plan to expand access to high-conviction private market opportunities by strengthening relationships with top-tier managers and pursuing direct co-investments, ensuring alignment with families’ risk profiles and values. Equally important is deepening our expertise in family governance and succession planning, helping clients institutionalise decision-making structures that preserve intergenerational wealth transitions and legacy.

Digital transformation will also accelerate, with a focus on enhanced transparency, portfolio intelligence, and cybersecurity, empowering families with timely insights while safeguarding sensitive information. Geographically, we continue to prioritise Greater China, the Middle East, Australia, the UK, Europe and Southeast Asia, where demand for independent, fiduciary-driven advice and multi-jurisdictional coordination is rapidly growing.

Our ambition for 2026 is clear: to be the trusted, long-term partner that combines the agility and intimacy of a family office with the discipline and scale of an institutional investor.

Q2: With artificial intelligence increasingly shaping the wealth industry, how has the firm leveraged technology and AI to transform processes and enhance value for both clients and the back office? What key technology upgrades were introduced in 2025, and what are your digital priorities for 2026 and beyond?

Technology and artificial intelligence are reshaping the private multi-family office landscape, offering transformative potential in both client service and operational efficiency. In 2025, we made significant strides in embedding AI-driven tools that enhance decision-making, streamline workflows, and elevate the client experience.

One major advancement was the evolution of our client-facing technology. Our digital portal provides consolidated, real-time visibility across public and private holdings, liquidity profiles, liabilities and investment performance, a critical feature for multigenerational families managing complex wealth structures. Feedback has been positive, especially from younger family members who value seamless, secure access to their financial universe. By providing each family with further insights, we deepen engagement and foster proactive dialogue.

Operationally, automation of reconciliation, compliance monitoring, and reporting has reduced manual workload and improved accuracy. Natural language processing now assists investment teams in sifting through vast amounts of research and news, highlighting relevant themes and sentiment shifts with greater speed and precision.

Looking ahead to 2026, our digital priorities focus on three areas: deepening AI capabilities to support scenario modelling; enhancing data security and privacy amid rising cyber threats; and continuously refining client portals for greater interactivity and transparency.

For us, technology complements human expertise and serves to amplify judgment, strengthen risk management, and enrich the personalised service that defines a true family office.

Q3: The private banking industry saw a plethora of leadership and structural changes in 2025. Looking into 2026, what are your key priorities for attracting and retaining talent across the front, middle, and back office? Are there plans for new hires in key markets?

Attracting and retaining exceptional talent is central to delivering the nuanced, multigenerational service that defines a private multi-family office. In 2025, the industry experienced significant leadership and structural shifts, underscoring the value of experienced professionals who blend technical expertise with emotional intelligence and a genuine client-first ethos.

Our talent strategy focuses on building multidisciplinary teams that integrate investment acumen, fiduciary knowledge, and family advisory capabilities. We have prioritised developing internal leadership pipelines while selectively hiring senior specialists, in an industry where demand for sophisticated, cross-border wealth advisory continues to accelerate. Integrity remains the number one value we look for in our employees.

Recognising evolving workforce expectations, we’ve enhanced our employee value proposition by fostering a culture of continuous learning, collaboration, and purpose. Professional development initiatives focused on alternative investments, compliance, and digital skills equip our teams to meet the complex needs of modern families.

Flexibility and well-being are increasingly important, especially to next-generation talent. We have introduced hybrid working models and a values-driven environment that encourages ownership and innovation, ensuring we attract and retain top-tier professionals.

Looking into 2026, our priority remains to nurture a high-performance, client-centric culture that mirrors the values of the families we serve. As the multi-family office industry matures, our people and their judgment, discretion, and deep relational skills will continue to be our greatest competitive advantage.