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January 9, 2020

The year of 2019 was one when many of the six impossible things before breakfast remain unresolved—with the shining exception of Brexit, and the wider resolution of domestic politics. We can still feel the political earthquake which struck the UK last month—we cannot yet see the effect of it. Most political earthquakes, when they happen, are scarcely discerned, and even those which are perceived for what they are, do not easily reveal the new pathways created from the changed landscape.

The year of 2019 was one when many of the six impossible things before breakfast remain unresolved—with the shining exception of Brexit, and the wider resolution of domestic politics. We can still feel the political earthquake which struck the UK last month—we cannot yet see the effect of it. Most political earthquakes, when they happen, are scarcely discerned, and even those which are perceived for what they are, do not easily reveal the new pathways created from the changed landscape.

October 29, 2019

Philippe J Weil, author and family office principal, has drawn from his personal and professional experience of dealing with families of wealth over 30 years to write his new book Woes of the Rich: Seeing Beyond the Money.

CampdenFB presents this extract from the book in which the author considers the real value and consequences of wealth—and what he counselled when money threatened to tear families apart.

Philippe J Weil, author and family office principal, has drawn from his personal and professional experience of dealing with families of wealth over 30 years to write his new book Woes of the Rich: Seeing Beyond the Money.

CampdenFB presents this extract from the book in which the author considers the real value and consequences of wealth—and what he counselled when money threatened to tear families apart.

June 6, 2011

OK, time for the dirty talk. What’s the greater aphrodisiac, money or power? Is there much difference between money and power? Not a lot actually, unless by power one begins to look at issues of force and coercion.

OK, time for the dirty talk. What’s the greater aphrodisiac, money or power? Is there much difference between money and power? Not a lot actually, unless by power one begins to look at issues of force and coercion. So for the sake of brevity and in an attempt not to darken the waters even more, we’ll forget about what might or might not have happened in room 2806 of the Sofitel, NYC (if indeed we can, and if indeed that’s not really the subtext to this column).

December 4, 2008

A family-owned American bearing company has lived up to its reputation as a business that treats its staff like family by giving them five-figure bonuses.

A family-owned American bearing company has lived up to its reputation as a business that treats its staff like family by giving them five-figure bonuses.
 
Illinois-based PEER Bearing Company has distributed $6.6 million in bonuses to its 230 US and British employees. The Spungen family sold the business to Sweden’s SKF Group earlier this year.
 

July 2, 2008

Reliance Money, part of Anil Ambani’s business empire, is to enter into the wealth management sphere.

Reliance Money, part of Anil Ambani's (pictured) business empire, is to enter into the wealth management sphere. The company, the largest broking and distribution house in India, wants to tap into the two million wealthy individuals in India, holding over $510 billion in liquid assets, who are projected to inhabit the country by 2011.

May 6, 2008

The shareholders of family-controlled Aflac Inc have overwhelmingly approved the company's pay-for-performance compensation policies.

The shareholders of family-controlled Aflac Inc have overwhelmingly approved the company's pay-for-performance compensation policies – a strategy put forward by second-generation chairman and CEO Daniel P Amos (pictured).

Ninety three percent of votes were cast in favour of "Say-on-Pay" with only 2.5% against. The historic vote marks the first time shareholders were empowered to vote on executive compensation at a public company in the US.

July 1, 2005

Money and how it is distributed among stakeholders in family businesses is a source of great conflict. But if systems are set up to standardise payouts, it will serve to educate those involved and avoid resentment and conflict arising, writes Sam Lane

Sam Lane is a family business consultant with the Aspen Family Business Group

Money and how it is distributed among stakeholders in family businesses is a source of great conflict. But if systems are set up to standardise payouts, it will serve to educate those involved and avoid resentment and conflict arising, writes Sam Lane

May 1, 2005

Both sides of a three-generation manufacturing business have been to see the corporate attorney to end their business arrangement. Neither branch of the family wanted to be tied to the other any longer financially.

This case was written and co-ordinated by Richard Segal, chairman of the Family Business Council of Southeastern Michigan.

Both sides of a three-generation manufacturing business have been to see the corporate attorney to end their business arrangement. Neither branch of the family wanted to be tied to the other any longer financially. Both sides are willing to either buy or be bought, but neither has the funds to do so, and neither is willing to finance the sale on time. Trust in the family has run aground with no relief in sight.

April 1, 2002

The two-volume history, The House of Rothschild by Niall Ferguson, gives remarkable insight into how the Rothschild family prospered as a formidable force in Europe throughout the 19th century and has maintained the tradition to this day

The two-volume history, The House of Rothschild by Niall Ferguson, gives remarkable insight into how the Rothschild family prospered as a formidable force in Europe throughout the 19th century and has maintained the tradition to this day

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