Power to adapt: How US family offices can thrive in the M&A market

  • Report
  • 6 minute read
  • February 23, 2024

When structuring a deal, family offices invest for long-term value

Tech startups, emerging technology, media and telecommunications (TMT) and biotechnology have become the preferred investments of US family offices looking to grow wealth. In a shift away from real estate amid a rising-rate environment, ultra high net worth US families flush with capital took the long view, investing in growth areas.

According to PwC’s 2023 Global Family Office Deals study, family offices’ M&A activity also included increased investment in startups, foreign and cross-border transactions and club deals. But investors may be surprised at the level of vigilance that comes next. Accompanying the opportunities for investment returns are the inherent tech, tax and regulatory complexities.

45%

of global CEOs believe their company won’t be viable in a decade if it continues its current path.

PwC's 27th Annual Global CEO Survey

Family offices earn a gold star for making the right moves to enable growth and viability. As we saw in PwC's Global Family Business Survey, family wealth is putting the same entrepreneurial savvy and strategy into their M&A activities, adapting to a changing world while positioning themselves for the future.

Family offices are selective on deals

The study showed small and medium-sized deals continue to pick up in the US. While 85% of family offices that invested in deals during 2021 were in small and medium-sized transactions, this figure had risen to 90% of family office deals transactions by 2023. Family offices typically weigh the long-term impact of investments on generational wealth. And with adequate dry powder, they can afford to be selective, using equity to focus solidly on areas that can support and grow legacy wealth.

Although a preference to remain onshore continues, an overall trend of foreign transactions shows that US family offices continue to seek value further afield in recent years. Outbound foreign deals by US family offices increased from 6% in 2014 to 16% in 2023.

Recommendations

Flexibility and adaptability are key attributes in a changing M&A market. Be ready to seize new opportunities or exit unprofitable deals — despite the typical buy-and-hold mindset — as needed. It’s also important to remember that not exiting a holding is itself an investment decision. Monitoring the global trends and developments in their sectors of interest can help family offices anticipate potential challenges and disruptions that may arise when placing assets.

Leverage, operating efficiencies and multiple expansion are no longer the only paths to success for private capital. Bringing the “what’s possible” mindset to the investment early can help lay a path for sufficient capacity to invest in the business as it transforms and reinvents to thrive through the medium-term competitive landscape. Transformation is an imperative for many companies; PwC’s recent CEO survey found that 45% of global CEOs believe their company won’t be viable in a decade if it continues its current path. 

An entrepreneurial mindset leads to investment in growth areas

Many family offices were founded by individuals who saw opportunities where others did not. It’s not surprising then, that there's been a shift from real estate to small and medium-cap growth areas in M&A.

While alternatives like real estate have long provided family offices an investment hedge, the recent global shift toward technology could not be overlooked. Although burgeoning investor appetite for the acquisition of high-quality assets lies ahead — particularly in emerging property subsectors such as wellness, digital infrastructure, e-commerce, affordable housing and other residential-oriented themes — opportunistic family offices have put available capital to work in growth areas.  

A US preference for deals in software-as-a-service (SaaS) startups, artificial intelligence (AI), machine learning (ML) and TMT have replaced investments in multifamily real estate. Coming in a close second was investment in the biotechnology sector. Many of these investments include digital-native companies with emerging technology that will have an immediate impact on upping your tech game for growth.

Shifting priorities: Start-up investments take center stage for US family offices

Recommendations

When considering deals, family offices should choose a partner for their M&A or strategic partnerships with the technical capabilities and the talent to support their growth. If there’s a shortfall in talent, managed services providers offer the benefits of scale and leading practices, including cybersecurity.

As family offices undergo transformative M&A, remember to view your clients and employees — the face of your business — as stakeholders. A strong culture defined by purpose can help with talent retention from both the legacy and small-cap or middle-market side.

Club deals still predominate

As the deals cycle ebbs and flows, family offices in the US have relied on co-investments or club deals for most of their M&A activities. Although the share of these deals has declined slightly from 71% in 2021 to 65% in 2023, they remain a significant majority. It’s important to remember conducting individual due diligence is critical, no matter who your potential partner is. Making sure the deal fits the family’s long-term objectives in an increasingly complex economic, digital and regulatory environment means family offices may need to seek a specialist’s advice to accurately value the potential and risks of their investments.

Recommendations

Family offices need to carefully consider risks and include rigorous leading practices when sourcing club deals and co-investments. Active due diligence is a must-have as family offices look at new structures.

As family offices move into new, more complex investment arrangements, a more robust governance structure is essential. Seek help to build governance that delivers the appropriate oversight and communicates clearly and effectively to stakeholders — including family, employees and investment partners — that newly-blended legacy structures align with advanced digital partners so there are no surprises down the road.

Going global on deals means going global on governance and compliance

Family offices need to be aware of the tax and regulatory implications of investment locations, especially if they involve foreign transactions or cross-border deals. Keep a careful eye on cybersecurity for legacy companies. Here are the three big regulatory areas to consider:

  • Pillar Two tax. If your M&A activity includes new foreign businesses, your office may be subject to Pillar Two considerations under local laws. The increase in the proportion of foreign transactions for family offices based in the US — including a transition from real estate to start-ups since 2020 — will come with geographical regulatory considerations. With more than 3,000 US family offices widening their investment nets, Pillar Two implications and complexities are likely.
  • ESG and EU’s Corporate Sustainability Reporting Directive (CSRD). Looking at the overall trend, foreign transactions are increasing for family offices based in the US, reaching a record high in 2023. That means those companies may be subject to stringent CSRD disclosure requirements around sustainability, including financial considerations of double materiality.
  • Emerging tech and cybersecurity. According to our 2024 Digital Trust Insights Survey, 44% of global CEOs report using an integrated suite of cyber tech solutions, and 39% plan to move to one within the next two years. Staying vigilant and compliant regarding cybersecurity can be more difficult if your newly acquired, tech-forward company doesn't have robust cybersecurity embedded.

US-based family offices prefer a home market focus — although proportions of foreign transactions increasing

Recommendations

Family offices should be aware of the tax and regulatory implications of their M&A deals, especially if they involve foreign transactions or cross-border deals. The complexities of Pillar Two rules for local laws, ESG and EU’s CSRD requirements may require a specialist’s help.

Be mindful of the cybersecurity risks that may accompany new acquisitions. Check to make sure your tech acquisition has a solid foundation of robust cybersecurity that’s not too complex to safeguard.

Think about

The deals outlook is a continually changing landscape of opportunities and layered considerations. When it comes to M&A, family offices should be vigilant, agile and informed to make sound decisions, invest for long-term objectives and continue growing generational wealth.


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David Novick

David Novick

Private, Family Enterprises, Managing Director, PwC US

Fentress Seagroves

Fentress Seagroves

US Inbounds Consulting Solutions Leader, PwC US

Belinda Sneddon

Belinda Sneddon

Managing Director, US Family Enterprise Advisory Services, PwC US

Danielle Valkner

Danielle Valkner

Family Office Leader, PwC US

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