You’ve crossed a threshold. Maybe you sold a crypto position that made generational money. Maybe your family has been building wealth through traditional assets for decades. Whatever brought you here, the stakes are real now and the decisions matter more than they used to.
You need rules. Not vague intentions about being “conservative” or “aggressive.” A written framework that takes emotion out of the process when markets crash or when opportunities look too tempting to ignore.
That’s what an Investment Policy Statement does for your family office. Think of it as the operating manual for your portfolio. It tells you and everyone who manages your money exactly where the boundaries are.
Why Most Investment Policies Become Expensive Paperwork
The concept sounds simple. Write down your goals, risk tolerance, and liquidity needs. Turn those into specific rules about asset allocation, investment selection, and rebalancing triggers. Create accountability for advisors and take the guesswork out of major decisions.
Execution is where families stumble.
They hire consultants. Draft something that sounds professional. Sign the document. Then nobody looks at it again until someone asks where it is three years later. The IPS becomes shelf decoration.
And when volatility hits, the problem gets worse. Without clear, pre-agreed parameters, families make emotional decisions at exactly the wrong moments. They panic when drawdowns exceed their comfort zone and lock in losses by changing course at market bottoms.
A Three-Bucket Structure That Creates Clarity
A lot of family offices split the portfolio into distinct buckets, each with a different purpose and risk profile.
The Safety bucket holds cash and short-term Treasury securities covering one to three years of family expenses. This money isn’t meant to grow. It’s meant to be there when markets tank, when unexpected taxes come due, or when family businesses need bridge financing. It prevents you from having to sell other assets at bad prices.
The Growth bucket contains public market investments like diversified equity funds, dividend-paying stocks, and longer-term fixed income. Capital appreciation happens here over medium-term time horizons. This bucket should be able to ride out normal market cycles without forcing emotional decisions.
The Moonshots bucket holds venture capital, private equity, crypto positions, and other high-risk investments with outsized potential returns. Families with multigenerational time horizons can afford to take swings here because they don’t need this money for near-term expenses. The tradeoff is illiquidity and higher volatility.
The percentages matter more than the names. Whether it’s 40% Safety, 40% Growth, and 20% Moonshots or some other split, the important thing is writing down specific allocations and actually monitoring them.
Drawdown Triggers That Take Emotion Out of Crisis Decisions
Risk tolerance varies wildly between families. What one group can stomach psychologically, another can’t. The IPS needs to account for this by setting maximum acceptable loss thresholds.
Say the total portfolio drops by a predetermined percentage from its peak value. That automatically triggers a review process. Not a fire sale, but a structured review where the Investment Committee examines what happened and decides whether the strategy still makes sense.
This puts space between market volatility and family decision-making. When everyone is scared and headlines are screaming about crashes, having a pre-agreed process keeps families from making impulsive moves they’ll regret later.
The worst outcome is reaching a crisis point and realizing the family can’t psychologically handle the losses. At that moment, selling locks in the damage. The IPS should prevent that scenario by making sure everyone agrees to risk parameters before money gets invested.
Liquidity Constraints That Prevent Cash Emergencies
Illiquid investments like private equity and venture capital can offer higher returns partly because investors get compensated for locking up their capital. They can access deals that shorter-term investors can’t.
But illiquidity becomes a serious problem when cash is needed unexpectedly. Estate taxes come due during succession events. Credit lines get called during financial crises. Opportunities to buy discounted assets show up at exactly the moment everyone else is selling.
Without available liquidity, families either miss these moments or get forced to dump illiquid holdings at terrible prices to raise cash fast.
The IPS should set hard ceilings on how much of the portfolio can be tied up in illiquid investments. If the rule says illiquid assets can’t exceed a certain percentage of total portfolio value, then any new private equity commitment that would push past that threshold gets rejected. Full stop.
This kind of discipline protects families from the situation where illiquidity meets forced selling and the whole thing spirals.
Why Monitoring Is Where Most Policies Fall Apart
You’ve built an IPS with clear buckets, drawdown triggers, and liquidity rules. Everyone has signed off. Now what?
Most families check in annually, maybe quarterly, and assume everything is fine. They miss portfolio drift. As different asset classes perform differently, a balanced allocation naturally shifts without anyone making trades.
The IPS only works if someone actively tracks compliance with it. Real-time dashboards that show current allocation versus target allocation. Automated alerts when thresholds get breached. Documented rebalancing processes that create accountability.
Without active monitoring, the policy just gathers dust. The families who treat their framework as a living system with constant oversight and immediate feedback avoid the painful conversations that happen when someone realizes too late that the portfolio wandered into unauthorized territory.
If you’re looking for guidance on structuring your family office investment framework, Digital Ascension Group can help you think through the components that actually matter for your specific situation.
When the Framework Proved Its Worth
A few years back, a family working with Digital Ascension Group found themselves in exactly the kind of situation an IPS is designed for. Markets were collapsing, portfolio values were dropping fast, and the gut reaction was to sell everything and hide in cash.
But their policy had predetermined review triggers. When those thresholds hit, instead of panicking, they followed the process they had already agreed to. The Investment Committee convened, examined the situation, and realized their safety bucket was intact. Their liquidity rules had prevented overexposure to locked-up investments. Their timeline was long enough to ride it out.
They didn’t sell at the bottom. They rebalanced according to plan. When recovery came, they participated fully because they hadn’t locked in losses during the crisis.
That’s what a well-built IPS does. It gives you the structure to make rational decisions when your gut is telling you to run. Digital Ascension Group builds these frameworks and monitors them in real time, because a plan nobody references doesn’t do much good.
