How does Lugen Family Office work with you?

We're part of your team. We're in your corner. Our clients trust us because we are committed to transparency, accountability, creative strategies, and total disclosure.

  1. We believe our clients’ wealth should be respected, protected, expanded and nurtured.
  2. We believe families must treat their wealth as their core business.
  3. We believe in serving as your advocate on agreed upon projects, while providing you with independent strategic advice which helps you achieve success.
  4. We believe that families should not be faced with conflicted decision making; so we strive to mediate disagreements to ensure amicable solutions are decided.
  5. We believe that our clients should stay in control of their own wealth, always be engaged, and constantly learning.

Why We Have Developed A PRIVATE Eco-System For You?

Featured Family Office Services

  • Legacy Planning
  • Wealth Management
  • Private Finance
  • Business Consulting

Private Finance

Featured Private Finance Services

Why Private Financing Is Important?

  • Increase capital to take your vision to the next level
  • Improve the quality of your infrastructure
  • Hire or retain the right talent
  • Purchase new equipment, real estate, or even buy competitors to expand your business
  • Private investors have significant business knowledge, industry experience, and networking contacts that can often substantially improve your business 
  • Bring aboard investors that will lend considerable credibility to your business and potentially open other sources of financing for your company
  • Negotiate a win/win deal for all stakeholders!

Our Process

Transforming People, Processes, and Products Into A Successful Fundability Story

Depending on your equity and debt financing needs, Lugen Family Office can help facilitate private financing in three ways:

  • promoting your opportunity to our network of UHNW families which may act as a direct investors; 
  • by making introductions to our global network of single and multi family offices and/or our private network of venture capitalists, investment bankers, and private equity investors who invest in your marketplace; and/or
  • joint venturing with you on your project for an agreed upon share of your company's revenue and % of ownership or back end participation.

Our Conversation Begins By Reviewing The 3Ps

Our Due Diligence Process Involves Understanding Your Business Model

John Cooke is a seasoned innovation expert with over 20 years experience working for Mars Inc. John recommends probing the following key areas:

A) Business Direction, Processes, and Value Model:

Values, Culture and Leadership:

  • What principles form the basis for behaviours within the organisation and, more specifically, what are the key criteria which provide the basis for prioritisation decisions? Probe this area by referring specific examples from the company’s innovation history.
  • Where does the key drive for innovation come from within the organisation? For example, is innovation initiated most commonly in sales, manufacturing or R&D?
  • What is the attitude to risk? Is decision making based on gaining consensus or through personal accountability?
  • How engaged is senior management in innovation activity?
  • What type of innovation mindset does senior management have? E.g. when they say they want a “break-though” do they really mean it?
  • How does the business Mission Statement relate to this innovation challenge?

Business Processes, Financials, Business Model and Network:

  • What product development process does the company operate?
  • What processes does the company follow to build its capabilities? E.g. recruitment, research, manufacturing, commercial, marketing and sales.
  • What processes does the company follow to generate revenues?
  • What other partners operate in the value chain and what are their financial investment and rewards?
  • Who are the key partners and suppliers?
  • How is the organization funded?
  • What is the attitude to capital spending and valuation of assets? Probe around tangible assets and intangible assets (e.g. IP)

B) Market:

Market structure:

  • Who does the client sell their product or service to?
  • Who uses the product?
  • What does the market landscape look like? How does the client segment their market?
  • What is the geographic scope of the current market?
  • Who are the other stakeholders in the success of the product or service?

Category and brand values:

  • How does the client define their market category?
  • What does the client think the key considerations are for this category?
  • What does the client’s brand mean to consumers or customers in the category?
  • Given the current brand and category, how open to new products or services might the current consumer base be?
  • How are consumers and customers using the client’s product or service? What are the key consumer or customer problems that the product solves?
  • What are the underlying consumer or customer insights that form the basis for the product or service?

C) Current Offering and Competitors:

Technologies, performance, value and context:

  • What technologies and capabilities are key to the client’s current competitive position?
  • Which areas of product or service performance are currently most important to consumers and customers?
  • What is the current pricing structure?
  • Are there critical considerations which might limit innovation such as surrounding infrastructure and large capital investments either by the client or their partners?

The competition:

  • Who is the main competitor?
  • Which competitor has the best-in-class performance?
  • Is there a key limitation which all products in the category suffer from?
  • Is there any competitor IP which might limit future innovation?

We Strategize With You On Private Financing Options And Then Facilitate Your Process 

Paul Niederer is one of world’s leading authorities in equity based investments and raisings and constructing collaborative funding solutions. Paul describes the Fundability Circles as follow:

Each of the circles reflects a strong success pillar.

  • A Story told with clarity. It needs to be convincing, compelling and credible
  • An enthusiastic, grounded Team. It needs to be a balanced (Steve Jobs/Steve Wozniak), passionate,capable and likeable Team.
  • And Supporters who believe in what you are doing. There needs to be lots of suitable people to sharethe story with and engage with.

In addition it is at the intersection of the circles that a simple check reinforces the overiding strength of Story, Team and Supporters.

  • Relevance. The story being pitched needs to be relevant to the supporters of the product, the service, the technology, the team, the geography or for whatever reason they are “supporting”.
  • Capability. The team must be capable of implementing the story they are selling.
  • Credibility. The supporters need to see the team as credible and worthy of their trust.