In a world of fast introductions and surface-level networking, choosing the right partner still relies on slow trust, disciplined checks, and measurable behaviour. Family offices do not rush. They protect their capital by testing people, validating their claims, and watching how individuals perform over time.
Across the discussion, several themes dominated.
Trust is earned, not assumed.
Craig Astill, Managing Director & CEO at Caason Group from Australia stressed that trust develops through long-term interaction, not quick digital introductions. He spoke about partnerships that took decades to mature commercially and emphasised face-to-face meetings as a non-negotiable step. Confidence, not blind belief, drives his decisions.
Rapport comes before deals.
Carl Jones, Founder at Inhite Ventures from the US described partnership-building as a multi-month process. For sectors like health tech or deep tech, he believes that early-stage support requires a level of trust built through repeated exchanges and shared deal flow. Family offices often “carry” companies toward later stages, so they must be certain before engaging.
People are the first filter.
Sergio Escobar, Managing Director at Lalotte Ventures from Canada outlined a four-step vetting process that starts with the individuals behind the deal before any evaluation of technology, market, or financials. He uses social media checks, network references, and background validation to confirm identity and behaviour. He warned that relying solely on a lead investor’s due diligence can expose families to fraud.
Start small before committing.
Paul Williams, Founder & Chief Executive Officer at Spearhead Creativity LLC FZ from the UAE advised a staged approach when meeting new partners. He prefers “dipping your toe in the water” through small mandates or preliminary projects before deploying larger capital. Reputation remains paramount, particularly in regions where networks are tight and reputational damage is costly.
Watch for behavioural red flags.
Lisa Morris, Managing Director at AKS Family Partners LP from the US offered a practical checklist. Name-dropping, inconsistent answers, overconfidence, and poor treatment of service staff are early warning signs. She emphasised that integrity matters more than potential profit. If a person’s character is questionable, the partnership is rejected immediately.
Use tools, not just intuition.
Multiple participants noted the value of behavioural science tools to identify personality traits such as narcissism, dishonesty, or volatility. Gut instinct is useful, but it is paired with pattern recognition, reference checks, and concrete due diligence.
Values alignment is essential.
Guneet Banga, Co-Founder and Managing Partner at Parinama Ventures from Hong Kong stressed that values determine longevity. He uses intelligence resources, background verification, and reputational checks to assess whether a partner fits core principles. For groups managing significant assets and global operations, alignment is as important as financial return.
Slow vetting reduces risk.
Veterans like John Abeles, General Partner at Northlea Partners LLLP from the US spoke about the importance of a “long romance.” He invests time understanding partners personally and professionally. Loyalty, chemistry, and shared principles outweigh any short-term opportunity.
Across the roundtable, the conclusion was consistent.
Family offices rely on a blend of intuition, verification, and repeated interaction. They start small, watch behaviour, and validate every claim. They avoid aggressive, fast-moving players in favour of individuals whose actions, communication, and track record demonstrate integrity over time.
The selection of reliable partners is not a transaction. It is a process of observation, testing, and trust-building. In a landscape filled with noise, this discipline remains the strongest protection for family capital.
