126 Holdings
Private Family Office
We manage capital with a long view—thinking in decades, not quarters. This shapes everything: how we invest, who we partner with, and what we build.
Our Approach
On Capital
Capital is a resource, not a product. We don't sell it or market it. We allocate it carefully, hold it patiently, and let it compound over time. This requires discipline—resisting the pressure to deploy quickly or chase trends that don't fit our criteria.
The families and institutions we work with understand this approach. They're building something meant to last beyond themselves—wealth that supports multiple generations, businesses that create lasting value, portfolios constructed for resilience across market cycles.
On Partnerships
The best relationships aren't forced. They happen when values line up naturally—when both sides want the same things and have the patience to get there. You can't manufacture this through pitch decks or aggressive terms. It either exists or it doesn't.
We work with founders building real businesses, not chasing quick exits. Families managing generational wealth with the same long-term mindset we have. Institutions that value substance over spectacle and understand that meaningful things take time to develop properly.
On Risk
Risk is part of any worthwhile endeavor. We don't avoid it—we understand it. Every decision gets serious analysis: financial modeling, market assessment, competitive dynamics, management capability. But analysis only gets you so far. You also need conviction built from experience.
We've learned that over long enough periods, intelligent risk-taking creates the foundation for real value. The key is being selective, doing the work upfront, and having the patience to let good decisions play out without constant interference.
On Discretion
We don't talk about our work publicly. That's deliberate. The people we work with—whether founders, families, or institutions—expect confidentiality, and we deliver it. This isn't just about NDAs or legal agreements. It's foundational to how we operate and build trust over time.
What We Do
Direct Investments
We invest in businesses where our capital and experience can make a real difference. This means looking for companies with strong fundamentals—solid unit economics, defensible market positions, and management teams we respect and trust. We're not interested in financial engineering or arbitrage plays. We want businesses that create real value.
We're selective because we have to be. Our model isn't about volume—it's about concentration in the right opportunities. We only invest where we can add value beyond the check, whether that's strategic guidance, operational support, or access to our network.
Operating Companies
We build and run businesses in finance, real estate, and related services. These aren't passive holdings where we collect dividends and review quarterly reports. We're involved in operations, strategy, and growth decisions. Our teams work directly with management on everything from capital allocation to hiring to market expansion.
The companies benefit from our experience and network. We benefit from the insights they generate—understanding what's working in different markets, what customers actually want, where opportunities are emerging. This creates a feedback loop that makes us better investors.
Real Assets
We hold real estate and other tangible assets in markets we know well. These provide stable income and preserve value across cycles. Some properties are long-term holds—quality assets in prime locations that we'll own for decades. Others we actively reposition: upgrading, repositioning, or redeveloping to unlock better returns.
Real assets serve two purposes in our portfolio: they generate cash flow that funds other investments, and they provide ballast during volatile periods when financial assets are under pressure. This balance has served us well through multiple market cycles.
Strategic Partnerships
Sometimes the right opportunity is too large or complex for us to do alone. In these cases, we partner with founders or management teams who bring complementary capabilities. These are collaborative arrangements where both sides contribute what they're good at.
We bring patient capital, operational support, and strategic guidance. They bring execution capability, domain expertise, and on-the-ground knowledge. When it works—when incentives align and communication is good—both sides win. When it doesn't, we part ways professionally.
How We Think
A few principles guide how we make decisions:
Patient capital
We measure success in decades, not quarters. This changes everything about how we evaluate opportunities. Short-term volatility doesn't shake us. We care about where things will be in five, ten, twenty years.
Operational focus
Good businesses beat financial engineering every time. We look for companies with strong operations: excellent products, happy customers, efficient processes, talented teams. The numbers follow from getting these fundamentals right.
Selective engagement
We pass on most opportunities that cross our desk. This isn't arrogance—it's focus. By saying no to good opportunities, we create space to say yes to great ones and give them the attention they deserve.
Aligned incentives
The best deals don't need complex terms or extensive negotiations. When interests align naturally—when both parties succeed or fail together—the relationship works. When you need elaborate contracts to force alignment, something's probably wrong.
Continuous learning
Each investment teaches us something. Each mistake (and we've made plenty) refines our judgment. We treat this accumulated knowledge as a competitive advantage that compounds over time, making us incrementally better with each passing year.
Intellectual honesty
When we're wrong, we admit it quickly and adjust. No rationalizing poor decisions or blaming market conditions. This is harder than it sounds—our egos want to be right—but it's essential for making good decisions over time.
Portfolio Structure
Our portfolio spans operating companies, real assets, and financial investments. We balance stability with growth, concentrating in areas where we have an edge—either through experience, relationships, or proprietary insight.
We don't publish specific holdings or performance metrics. That information is available to aligned partners in the appropriate context—when we're exploring a potential relationship or working together on an opportunity.
Who We Work With
We work with people who share our time horizon and values. Three types in particular:
Founders
Building businesses that matter, looking for patient capital and strategic help rather than investors who'll pressure them for quick exits or unsustainable growth. They understand that creating something lasting takes time and are willing to do things right even when that means going slower.
Family Offices
Managing wealth across generations with a similar philosophy to ours. They think in decades, value discretion, and understand that preserving capital is as important as growing it. Often they're dealing with the same challenges we are—how to find good opportunities at scale, how to maintain quality control, how to pass knowledge to the next generation.
Select Institutions
Long-term oriented organizations whose values align with ours. They're not chasing quarterly numbers or managing to short-term benchmarks. They understand that good investing requires patience, and they have the governance structure to actually be patient rather than just talk about it.
Good partnerships don't require persuasion. They emerge when the fit is obvious to both sides—when you sit down together and realize you want the same things, think about problems the same way, and can imagine working together for the long haul.
Get in Touch
If there might be a fit, we'd like to hear from you.
Office
44 Raffles Place, #12-01/02
Singapore Land Tower
Singapore 048623