Constitution

This document puts forward a simple thesis. A family's wealth does not live only in its accounts. It lives in its people, in its knowledge, in its ideas, and in the freedom it has to decide what to do with all of it. The institutions that manage private wealth today were designed for a world that was slower, more closed and more uniform than the one we live in, and so they look at the money with precision and at the family with delay.

Roicè is our answer: the creation of the digital neo family office, borderless and private by design, with its own technology developed from within the families themselves. Its purpose is the personal and intimate wealth development of every member of the family, the transformation of the world around them, and the consolidation of their legacy and their dreams.

In the pages that follow we explain where we come from, what problem we see, what we believe about freedom, privacy, technology, trust and knowledge, and what we commit to doing.

Why am i writing this?

I grew up in a world where wealth was spoken of in lowered voices. It was managed in offices that looked like museums, with family names engraved on bronze plaques and processes that nobody ever fully explained. There was a great deal of care and a great deal of seriousness. There was almost no conversation. Experience? Of course there was, but there were also limits on ideas.

Over the years I came to understand that this silence did not protect families. It left them alone with the most important thing they have: deciding what to do with what they have built and with those who will inherit it.

I saw families whose papers were all in order and whose table had nothing resolved. I saw siblings learn the true size of their inheritance on the day of a signing. I saw parents who wanted to pass on more than assets and could not find the way, and brilliant heirs who felt their lives had already been written by others. I also saw the opposite: families who managed to talk, to decide together, and to build something greater on what they had received. The difference was almost never the size of the wealth. It was the quality of the conversation, of the support, of the decisions, and of each person's own vision.

Roicè is born from that observation. It was founded by people who live inside that world, not outside it. We know its corridors, its uncomfortable meetings, and the Sunday dinners where more is decided than in any board meeting, along with the intimacy of a council of friends. This document is our way of saying, plainly and without ornament, what we believe and what we promise.

It is not a brochure. It is the foundation on which we make our decisions, and the reason we were born. If one day we act against what it says here, I want any one of you to be able to point it out.

Roicè creates a concept: the neo family office. It is a digital institution for wealth governance and family development, built from its origin for the families of this era.

A traditional family office manages assets. A neo family office starts from a different question: what does this family, specifically, need so that its wealth, its people and its projects grow together and in the same direction?

That question changes the way we work. Roicè does not limit itself to investing, structuring or reporting, although we do all of that with institutional rigour. We look after the wealth and the people who live it, and we treat them as one. Well-governed wealth in a family that does not understand itself is badly governed. A united family with wealth that has no direction is at risk. We work on both at once, because they are one.

Three traits define us.

We are digital by origin. We have not digitised an old model. From the start we conceived the institution as an organisation of our time: agile, continuous, with no boundaries of office or hours.

We are multijurisdictional by origin. The families we serve have assets, children, businesses and roots in several countries at once. For them that is not an expansion; it is their normal condition and their way of life. Our ability to govern wealth across jurisdictions, simultaneously and coherently, is part of what we are and not an added service.

We are private by origin. We operate in a closed environment, accessible only to verified people with a genuine connection to us. There is no public version of what we do for our families.

There are five tensions that we see again and again. None of them appears on a financial statement, and all five shape the fate of a family's wealth.

1. 1.

   The family changes faster than the people who manage it.

   Families are not fixed structures. They marry, separate, emigrate, start businesses, fall ill, have children whose views differ from their parents', and change residence, profession and conviction. These changes are permanent, and they are the ones that most affect wealth. Yet traditional banking records them late, badly or never. The systems it uses were built for clients who change little. Between what the family is today and what appears in its documents there are often years of distance, and it is in that distance that value, time and trust are lost.

2. 2.

   Real attention is missing.

   Whoever manages the wealth rarely knows the person who will inherit it. The holder is looked after and everyone else is overlooked. The next generation, which will be making the decisions in a few years, reaches the day of succession without having been heard or prepared. Paying attention is not answering emails. It is understanding what matters to each person, what they fear and what they want to build.

3. 3.

   Wealth lives in fragments.

   Accounts in one country, businesses in another, property in a third, advisers who do not speak to one another. Each piece may be well managed and the whole answers to no one. The family ends up as the only point of integration for its own wealth, and that exhausts it. Few things wear a person down like being their own coordinator.

4. 4.

   Generational transition is improvised.

   It is spoken of as an event: a will, a signature, a death. In reality it is a process of decades and of intimacy, which begins when a family decides what it wants to pass on and ends long after the wealth has changed hands. Almost nobody accompanies it from beginning to end.

5. 5.

   Privacy is treated as a formality.

   In a world of exposed data, leaks and surveillance, handing a family's most sensitive information to outside, open systems has come to be accepted as normal. We believe it is not, and that whoever holds a family's most intimate information must earn that place every day.

These tensions share a common origin: institutions organised themselves around the product and not around the family. That is why they know a great deal about financial instruments and little about the people who use them. Roicè reverses that hierarchy.

For the first time, three forces are coinciding that will redefine private wealth.

The first is the largest generational transfer of wealth ever seen. Tens of trillions of dollars will change hands within a few decades, passing to people who think, work and live very differently from those who built that wealth, or who have built it themselves.

The second is the maturing of technology. The capacity now exists to understand, connect and govern complex estates with a precision unthinkable a decade ago, and to do so with more care, more speed and fewer intermediaries.

The third is a change in values. The generation that is inheriting does not measure success as its parents did. It values autonomy above status, coherence above appearance, experience above possession and freedom above comfort. It wants to understand what it has, to take part in what is decided, and to be able to walk away from any place where it is not respected.

Each force on its own would already be an important change. Together they are a change of era. Institutions designed for the previous century can adapt to one of them, but they will struggle to adapt to all three at once. A new institution is needed. That is the reason Roicè exists.

There is something that almost never appears in conversations about wealth and that I find central: today's generations are living through a silent transition in identity and belonging.

Those who came before us grew up with a clear map. There was a place of origin, a profession that was inherited or chosen from a short menu, a stable community and a shared idea of what it meant to succeed. That map gave security. It also imposed limits, but in return it offered something valuable: knowing where one came from and where one was going.

Today's generations grew up without that map. They study in one country, work in another, and have family and friends scattered across several. They speak several languages and feel, at times, that they belong nowhere, or in many places. They have more options than anyone in history and, often, fewer certainties. They are connected to the whole world and, at the same time, long for a bond that feels real. They receive a surname, a fortune and an expectation, and they ask themselves: is this mine, or does it belong to others? Is it for me to continue it, to transform it, or to leave it? Where do I belong, if I belong to several places?

The contrast is profound. Before, identity was received ready-made and defended. Today, for the first time, it is built and negotiated, and almost always in a solitary battle over our own ideals. Before, belonging was a condition. Today it is a choice that has to be renewed. That is an enormous freedom and also an enormous weight.

That question is almost always answered alone or, worse, in the middle of a family conflict. Wealth that does not help to answer it becomes an elegant burden: one has everything and does not know what to do with it.

We believe a modern wealth institution must take this question seriously. To inherit is not only to receive assets; it is also to decide who one wants to be with them. We accompany that decision with the same seriousness with which we accompany any investment.

If I had to choose a single word to describe what Roicè stands for, it would be freedom. But we have to say what it means, because it is a word that is used a great deal and respected very little.

An institution that claims to serve freedom cannot constrain that of its clients. That is why our model rests on the family always keeping control, knowledge and the final word. We do not create dependence. We create capability.

Many institutions say they respect privacy. Almost all of them do so by means of a policy: a document that describes what they promise not to do. That is not enough.

A promise can be broken, reinterpreted or changed with an update notice. That is why, at Roicè, privacy is a design principle. It is decided before building, not after something goes wrong.

This has concrete consequences.

First: Roicè is not a public space. It is a closed environment, accessible only to those who have been verified and have a genuine connection to us. There is no shop window, no open catalogue, no onlookers.

Second: a family's information belongs to that family. It is not an input for third parties, it is not traded, and it feeds no business other than the family's own.

Third: each person sees only what they are meant to see. Within a single family, not everyone needs to know everything, and protecting that is also a way of respecting people.

Fourth: the minimum necessary. We collect and retain only what is needed to serve the family well, and nothing more.

Fifth: privacy coexists with order. We operate with transparency towards the competent authorities in each jurisdiction and within the law. Protecting a family's intimacy does not mean hiding it. It means that those who should know, know, and those who should not know, do not find out.

In an age when almost everything is exposed by default, we believe discretion is a form of security and also a form of dignity.

We are a technology institution. We say so openly, because we believe no wealth institution of the twenty-first century can be anything else.

But how one gets there matters. Most financial firms acquire technology made for others and adapt it as best they can. The result is processes that look like everyone else's and that understand no particular family. It is the technology of the average, applied to those who are anything but.

We took the opposite road. We have developed our own technology, natively and precisely, from within the families themselves and on a closed basis. We did not buy it or import it. It was born of real problems, lived and solved alongside the people who had them. That is why it fits what a family needs, instead of forcing the family to fit a product.

That it is native means it was conceived from the outset for this work. That it is precise means it answers concrete needs and not fashions. That it is closed means it is not a product offered to the market or an open platform: it serves those who are part of Roicè and no one else.

This technology rests on four convictions.

Technology must serve people, and not the other way round. Its best result is to give back time, clarity and peace of mind.

Technology does not replace judgement or human relationships. It extends them. A family's important decisions are made by people, and our task is to ensure they are made better informed.

Technology must never compromise privacy. If a capability requires exposing what should not be exposed, we do not build it.

Technology must be understandable. A family has the right to understand what is being done with its wealth and why. What cannot be explained should not be used.

We do not speak here of specific tools, and that is deliberate. What matters is the principle: technology made to measure and behind closed doors, which protects whatever it touches.

It is hard to trust the person who manages your wealth when they do not understand your world. You can tell by the questions they ask, by what they take for granted and by what they fail to see.

At Roicè, the people we serve belong to the same world as those who founded it. We know the dynamics of business families, the weight of a surname, the pressure of continuing something that others built, the weariness of always explaining from scratch, and the loneliness of certain decisions. We speak as peers and not as suppliers.

That closeness is the basis of everything else. Nobody opens their home, their projects and their doubts to an institution that does not feel close. And no institution can properly care for what it does not truly understand.

For us, trust has three components:

• Competence: that we do well what we say we know how to do.
• Character: that we are the same when nobody is watching and when it is least convenient.
• Care: that what we protect genuinely matters to us, out of conviction and not out of contract.

Trust is not declared. It is built through consistency, discretion and time. We aspire to earn it every day and not to take it for granted.

I want to set out here the idea that, for me, underpins everything else.

It is usually thought that wealth is what sits in the accounts. I believe the source of what a family is and can become lies in its knowledge, its intellectual capital and the quality of its ideas.

Money can be lost in one bad decade. Property can be sold and businesses have cycles. What makes it possible to rebuild, to reinvent and to start again is what people know and the way they think. The families that have endured across generations have done so above all because they knew how to learn and to pass on a way of seeing the world, more than because they preserved a balance.

That is why we speak of wealth with several dimensions that feed one another:

• Financial capital: what is held and invested.
• Intellectual capital: what is known, created and decided.
• Relational capital: people, bonds and trust.
• Identity capital: values, history and a sense of belonging.

A family that cares only for the first is neglecting the root of the other three. One that cares for all four becomes resilient. For us, preserving and growing wealth is the same as preserving and growing the people who carry it. Their education, their judgement, their curiosity and their capacity to create matter as much as any financial position.

Well-governed wealth funds a family's ideas. A family with good ideas multiplies its wealth. That relationship is the core of what we do, and it is why we put so much effort into helping every member understand, learn and feel encouraged to contribute.

From the above follows something that sets us apart: Roicè seeks the personal and intimate wealth development of every member of the family.

Each person has their own story, their own timing, their own ambitions and their own fears. Someone about to inherit is not the same as someone about to start a business, someone who has just formed a family, or someone asking what they want to do with their life. To treat them all alike is a way of not seeing them.

That is why our work is not measured only in returns. It is also measured by whether a person makes better decisions, understands what they have, feels accompanied rather than watched, and is moving closer to the life they want to live.

Intimate means three things. It means personal, because everyone has their own path. It means private, because what each person entrusts to us belongs to no one else. And it means profound, because we are interested not only in what a person does, but in what they are seeking.

We accompany each member of the family without replacing their voice. The aim is for each one to become more autonomous and more capable.

Generational transition is the moment of greatest risk and greatest opportunity in the life of a family. And it is almost always tackled too late.

We see it as a process with four overlapping movements.

Understand. Before passing anything on, one must know what one has, what one wants to keep and what one is prepared to change. This includes the visible, such as assets and structures, and the invisible, such as values, unspoken agreements and unresolved wounds.

Prepare. Whoever is going to receive needs time to learn, to make mistakes on a small scale and to build their own judgement. An heir who learns everything on the day of succession arrives at the decision without having practised.

Transfer. This is the gradual handing over of responsibility, information and decision-making. It does not happen in a day. It happens over years, in measured steps and with respect for both sides: for the one who lets go and the one who receives.

Renew. Every generation has the right, and almost the duty, to reinterpret what it has received. A transition that only preserves ends up a failed transition. The one that renews without breaking is the one that keeps the lineage alive.

Our role is to sustain those four movements with continuous attention, without drama and without haste, and on one premise: the best transition is one in which nobody feels they have lost something essential.

Most institutions were born in one country, for that country, under that country's rules. Their international clients are an exception, handled with add-on solutions and an endless chain of secondary providers.

For the families we serve, the international is the rule. Children study abroad, businesses cross borders, assets are spread out, and every jurisdiction has its own fiscal, legal and cultural logic. Governing wealth of this kind requires understanding each framework and, above all, making them all work as one coherent system.

This is one of our core capabilities: governing wealth across jurisdictions simultaneously and in an orderly way, without the family having to be the glue between pieces that do not speak to one another. We do so with strict respect for the law of each place and with the conviction that order and freedom reinforce each other.

We do not have a "home country". We have families, and each one lives where it lives.

We believe private wealth is one of the greatest and least recognised forces for transforming the world. Families with resources, time and a long-term vision can fund businesses, research, culture, education and communities in a way that neither governments nor short-term markets can.

Our impact follows that logic. We do not measure it by the amount of assets we manage. We measure it by what our families make possible around them: the businesses that are born, the jobs that are created, the ideas that are funded and the people who are educated.

When a family is well governed, orderly, informed and at peace with itself, it stops spending energy on defending itself and devotes it to building. That is the multiplier effect we are looking for. Solid wealth in the hands of free people, with purpose and knowledge, transforms its surroundings.

We also believe that example counts. If we succeed in showing that it is possible to govern wealth with modernity, privacy and humanity at the same time, we raise the standard of an entire industry. That is an impact that cannot be invoiced, but it can certainly be felt.

To speak of legacy is not to speak of the past. It is to speak of what will remain in fifty years' time.

A lineage is sustained by what each generation decides to carry forward, and rarely by the assets it receives. It is sustained by the values that are passed on, by the stories that are told, and by decisions made with an eye on those who have not yet been born.

Our task is to help consolidate that legacy and also the dreams of each generation. The surname that is inherited and the project that each person dreams of must be able to live side by side. A legacy that prevents dreaming becomes a cage. A dream that ignores legacy is left without roots.

We want a family that works with Roicè to be able to say, several decades from now, that it knew how to preserve what was essential, dared to change what was necessary, and arrived at that future united.

Sometimes a definition is best understood by contrast.

Roicè is not a bank or a mass-market asset manager. We do not sell products by volume and we do not chase the average client.

Roicè is not a club of appearances. Status does not interest us. What interests us is that families are well.

Roicè is not an open supermarket. There is no general public and no offer for whoever walks in. There are verified relationships and bespoke work.

Roicè is not a black box. Although we protect intimacy, we explain what we do and why.

Roicè is not a replacement for the family. It is support so that the family can decide better, never an authority over it.

These are the promises we uphold and for which you may hold us to account:

1. 1.

   We will always put the family at the centre, with the final word in its hands.

2. 2.

   We will protect its privacy by design and not by promise.

3. 3.

   We will see every person and not only the holder.

4. 4.

   We will be transparent about what we do and clear about what we do not do.

5. 5.

   We will build our technology in the service of people and keep it closed and in our care.

6. 6.

   We will accompany generational transition as a process and not as a formality.

7. 7.

   We will defend our families' freedom to undertake, to decide and to be the owners of their destiny.

8. 8.

   We will be peers to those we serve: close, discreet and consistent.

9. 9.

   We will treat knowledge as the most valuable capital and we will cultivate it.

10. 10.

    We will govern across jurisdictions with rigour, complying with the law of each place.

11. 11.

    We will tell the truth even when it is not the most comfortable.

12. 12.

    We will revisit this document whenever the world changes enough to demand it.

Roicè is not for everyone, and does not intend to be. It is for families who understand that their wealth is a responsibility and also an opportunity, and who want to govern it with clarity, with privacy and with freedom.

It is for those who feel that the institutions of old no longer see them and who are ready for something different, serious and made to measure.

We believe the future of wealth will not be decided in the offices that have managed it until now, but in the honest conversations that families dare to have and in the institutions that know how to accompany them with intelligence and respect.

If you recognise yourself in these pages, we are probably already part of the same world.

Welcome to Roicè.

— The founder