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Amandine Morel and Luc Brucher (Deloitte): The Future of Private Wealth & Family Office Advisory

Amandine Morel, Tax Director and Family Office Leader, and Luc Brucher, Partner, Deloitte Private Leader at Deloitte Luxembourg, discuss evolving private wealth priorities, Luxembourg’s family office ecosystem, and how multidisciplinary, tech-enabled, cross-border advice supports families’ long-term objectives.

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How do you define Deloitte's role in Luxembourg's private wealth and family office ecosystem today?

Luxembourg’s family office landscape is evolving rapidly, with families increasingly seeking structured, internationally oriented platforms to organise their affairs and support long term objectives. Families are moving beyond traditional approaches and are formalising their activities across multiple jurisdictions, making coordination, governance and oversight increasingly important. In this context, Deloitte acts as a multidisciplinary professional services provider, supporting families and their advisers with clarity, structure and integrated perspectives across tax, regulatory, governance and organisational matters. Our role is rooted in long term, client centric relationships and delivered through a single point of contact model that ensures coherent coordination while respecting the boundaries of each regulated activity. Our contribution can be summarised along three dimensions. First, we help promote Luxembourg as an international centre for private wealth by highlighting its stability, recognised structuring capabilities, and strong professional ecosystem. Second, we support families in navigating complex cross border environments by providing aligned insights on regulatory, reporting, organisational and governance topics. Third, we collaborate with market participants and professional associations, acting as an ecosystem facilitator to help ensure families benefit from coherent, future ready solutions. In essence, Deloitte serves as a strategic, trusted partner helping families organise and coordinate their long term affairs effectively.

“Deloitte Luxembourg enables family offices to turn complexity into clarity through coordinated, future‑ready advice.”

What new priorities are emerging among wealthy families, and how is Deloitte adapting its advisory approach?

Several priorities are reshaping wealthy families’ agendas. Investment strategies are becoming more sophisticated, with a decisive shift towards alternative assets that now represent a significant share of family office portfolios. Direct investments are gaining momentum as families seek greater control and long-term value creation amid geopolitical uncertainty and market volatility. This drives demand for deeper support across transactions, due diligence, valuation and post-acquisition value creation, often through club deals or co-investments. At the same time, generational transition and sustainability considerations are gaining importance. Many families are focusing on long-term continuity, future-proof governance, and early involvement of the next generation in decision-making. Professionalism is also accelerating, with family offices adopting more formal governance, enhanced transparency and stronger operational frameworks while optimising flexibility of private capital. Deloitte supports these shifts by continuously strengthening its multidisciplinary model covering tax, regulatory, compliance, organisational and operational matters delivered through a single-point of contact.

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What must Luxembourg family offices and private banks get right to stay relevant over the next decade?

Relevance will depend on how effectively family offices and private banks adapt to a landscape shaped by increasing cross-border complexity, heightened client expectations and rapid technological change. First, they must ensure robust governance, transparency and risk management frameworks without losing agility. As regulatory scrutiny intensifies, organisations that implement strong controls and efficient reporting processes will reinforce trust, improve operational resilience and distinguish themselves. Second, technology must serve as a strategic enabler. Delivering a consolidated, reliable and real-time 360-degree view of wealth through digital reporting and secure information sharing is becoming a baseline expectation. Cybersecurity and data protection should therefore be integrated into overall risk management. Third, organisations will need to remain responsive to evolving client expectations. Next generations place greater emphasis on purpose, entrepreneurship and innovation and they value timely access to information paired with high-quality service. Long-term relevance will depend on an ability to combine technical excellence, digital capability and integrated, cross-border coordination aligning with families’ evolving ambitions.

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