You have capital sitting there and access to deals. But the deal is too big for you alone, and allocating through a traditional fund means handing over two percent annually plus twenty percent of your profits to a manager. There has to be a better way.
There is. Family offices have been pooling resources with other families for years, and the structures they use are getting more refined. The question isn’t whether you should consider partnering with other families. The question is how to do it without creating a mess.
What Co-Investing Actually Means for Crypto-Focused Families
When a limited partner invests directly alongside a fund in a specific company rather than just through the fund itself that’s a co-investment. Picture this: a private equity fund is acquiring a blockchain infrastructure company for ten billion dollars. Instead of just contributing to the general pool a family office negotiates the right to put an additional hundred million directly into that same company outside the standard fund structure.
There are two basic flavors here. Direct co-investments mean you allocate straight into the portfolio company negotiate your own terms and manage the position yourself from start to finish. Indirect co-investments run through a Special Purpose Vehicle where a group of investors pool capital and the SPV handles the investment on everyone’s behalf.
The indirect route is more common because it reduces the operational burden on individual investors while still getting you closer to the deal than a traditional fund allocation would.
Club Deals: When Families Team Up on Crypto Opportunities
Club deals take things a step further. Rather than piggybacking on a fund’s deal two or three families might discover a crypto mining operation or DeFi protocol together and decide to tackle it as a consortium. Maybe one family finds a business owner looking to exit but the price tag is more than any single family wants to commit.
So they call a few trusted partners form an SPV and go after it together.
The main differences between club deals and traditional co-investments come down to planning and control. Co-investments tend to happen opportunistically when a fund offers its LPs a chance to double down. Club deals are more deliberate. Everyone agrees on the structure the terms and the strategy before putting money in.
One family office executive outlined some principles his team uses for club structures. They look for partners who bring something beyond just capital. Experience in the target industry connections that could help with the exit even regulatory expertise in relevant jurisdictions. They avoid partners with different investment styles or time horizons and they’re cautious about having too many participants.
As he put it the more members you have the more likely the deal will fail.
Why Families Are Demanding Co-Investment Rights
The fees are the obvious motivator. Traditional private equity operates on a two and twenty model. Two percent management fee every year twenty percent of the profits. When a fund crosses a billion in assets that two percent alone generates twenty million annually just for showing up.
Family offices have noticed that some managers become less aggressive once they reach that scale. Why take risks when you can collect fees on autopilot?
Co-investments let investors bypass a chunk of those fees. The expectation widely accepted in the industry is that fund sponsors won’t charge their full performance fee on co-investment capital because the fund already did the work of sourcing and evaluating the opportunity. The co-investor is benefitting from legwork the fund has already done.
Beyond fees families want more control. Investing through a fund means trusting someone else’s judgment across dozens of portfolio companies. Co-investing lets you pick specific opportunities you believe in and allocate more aggressively to your highest-conviction plays.
The tradeoff is concentration risk. If the deal works you make more than you would through a diversified fund. If it flops you suffer proportionately worse.
How to Structure the Deal
Most co-investments run through a Special Purpose Vehicle. The SPV exists for a single purpose: to hold the investment and distribute profits to its participants. Tax and legal considerations determine the specific structure which might be an LLC a limited partnership or something else depending on where the investors are located and how they want the income treated.
Negotiating these arrangements requires some care.
Fund managers often have more experience structuring co-investments than their LP counterparts so you need to watch for clauses that seem minor but could matter later. Push for enough time to review due diligence materials properly. Clarify your level of involvement in the company. Make sure everyone understands who bears responsibility if things go sideways.
The biggest sticking point is usually fees. Investors want reduced or eliminated performance fees on their co-investment portion. Fund managers unsurprisingly want compensation that resembles their standard arrangement. Where you land depends on leverage relationships and how badly the fund needs your capital to close the deal.
A Framework for Vetting Partners
Co-investing means working with people outside your organization. That introduces risk beyond the investment itself. You need a systematic way to evaluate potential partners before committing capital.
Start with third-party verification. You need independent checks on everything. Does the administrator exist separately from the manager? Is the auditor reputable and genuinely familiar with the strategy being employed? Can you verify claims through channels other than the ones the manager provides?
Look at internal controls next. What does the partner’s compliance infrastructure look like? Are responsibilities segregated so that no single person controls too many functions? You want checks and balances that prevent single points of failure.
Then examine pedigree. This is where due diligence on people comes in. References are fine but go beyond the obvious ones. Talk to credit lenders former team members vendors anyone who can give you a candid picture. Keep seeking references until you’re completely comfortable.
Finally evaluate strategy. Does the investment strategy actually make sense? Can it produce the returns being promised under realistic market conditions? If someone claims to deliver consistent monthly returns from a strategy you understand well and you know that strategy doesn’t work that way that’s worth exploring.
Secure Data Sharing: The Infrastructure Nobody Talks About
Here’s where most families get stuck. You’ve found partners you trust identified a promising deal and aligned on terms. Now you need to share financial information due diligence documents and sensitive data about your holdings without exposing your entire balance sheet to people who are at the end of the day not family.
This requires infrastructure.
Shared data rooms with clear governance around who can access what. Tiered permissions so partners see only what they need for the specific deal. Audit trails showing who viewed which documents and when. Without these systems in place collaboration becomes either impossibly cumbersome or dangerously loose.
Family offices increasingly recognize that the technical backbone for co-investing matters as much as the legal structure. Getting the data architecture right means you can move quickly when opportunities arise while maintaining the privacy protections your family expects.
What Can Go Wrong
Club deals fail for predictable reasons. Partners who seemed aligned turn out to have different risk tolerances or time horizons. One family wants to exit after three years while another prefers holding for a decade. Someone promised capital they can’t actually deliver.
Internal conflicts within one of the participating families spill over into the deal.
Pre-agreeing on contingencies helps. What happens if the business underperforms and needs additional capital? Who makes decisions about management changes? What triggers a discussion about exit? The time to answer these questions is before closing not when tensions are high.
Partnering with other families on investments can reduce fees increase deal flow and let you pursue opportunities that would be too large to take down alone. But the operational complexity is real. Structures need to be set up correctly. Partners need to be vetted thoroughly. Data needs to flow securely.
If you’re considering this approach and want help thinking through the infrastructure side reach out to Digital Ascension Group to start a conversation about building the systems that make family office co-investment structures work.
Building Bridges Without Burning Down the House
A few years back Digital Ascension Group worked with a family that had been burned on a club deal. Not because the investment failed but because the data sharing arrangement was a nightmare. Documents scattered across email threads. No clear record of who had agreed to what.
When the deal eventually exited successfully the confusion around the original terms led to months of legal wrangling over distributions.
The second time around that family came to DAG before committing to a new partnership. The team helped them set up a proper data room with access controls established governance protocols for the collaboration and built audit trails that documented every major decision. The deal itself was straightforward. What made it work was the infrastructure underneath.
That’s the piece most people miss. The art of co-investing isn’t just finding families you trust or deals worth pursuing. It’s building the systems that let good partnerships function without friction. Get that right and you can collaborate with confidence. Skip it and even the best investment can turn into a headache.
