家庭办公室如何处理带来的利息/奖金
我在家庭办公室工作,我们正在探索不同的奖金方式。可以理解的是,在世代相传的时间范围内进行投资并不会导致一段时间内的投资比许多员工任期更长。好奇其他公司做什么。
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Comments (5)
Interested in this too
这就是我在朋友家族中看到的:
Year-by-year carry based on NAV at FYE, with unlimited timing high watermark (basically à la Hedge Funds).
NAV非常保守计算(例如EBITDA未经调整,较低的入场多vs交易comps等等)因此,出色的出口通常会为投资专业人员带来一些额外的现金。
There's no set formula. You know some of the common problems with the family office space: things are opaque in general, and no two offices are alike. They show up for this topic too.
有几种通用方法,您还会遇到很多一次性的方法。
One:
One is a market-based cash bonus model. This is usually done in offices that have an investment head experienced in the private equity industry such that s/he knows market comp well enough (or is cozy enough with headhunters to ask) to stroke checks for people commensurate to what they'd get on the open market. As you can imagine, a guy who was formerly senior atKKRor somewhere probably runs a family office in a way that attracts junior talent from that kind of background: there's a structured investment process, family members aren't involved in the day-to-day so there's no touchy politics creating a lightning rod, comp model is clearly articulated.
这往往是在经验更像分配者的某人经营的地方不可能完成的,因此该策略的偏向于主要基金承诺而不是直接投资。
Two:
Another is a phantom equity model. I haven't seen this too frequently, but in it, staff get a notional mark and are paid pro rata based on the assets' performance. This would make sense in a buy-and-hold strategy, for instance, where there might be a cash flow-producing business that the office extracts dividends from annually.
There's obviously no carry pool, and it doesn't make sense to give investment staff any ownership in the business/es, but that doesn't mean there can't be a basis point calculation to include them in the cash flows. This model can also work for direct loans or other credit strategies that generate yield that isn't correlated to exiting a business.
Three:
最后一个常见的是传统的随身携带池。在这里,一个家庭将建立一个他们拥有的GP实体,聘请CIO并给他一个经济利益(这可能与他在实体中的所有权不同),并允许他分配非所有权,但经济上分配了经济利益。他选择雇用的工作人员的兴趣。
Put more plainly, a family will own the GP completely, create whatever performance fee economics they're comfortable with giving away, then hire a CIO and grant him 100% decision-making control over how those economics are divided between him and his team, even though he and they own zero of the GP entity itself.
说明,家庭可能允许0.5%和10%的费用层。他们控制了GP中100%的利益,但创建了经营文件,说10%属于CIO员工。当CIO雇用员工时,他/他将这一总数分配给该工作人员的一部分,并在他们加入时将游泳池带给了员工。
This is most common in a later-generation family office setting where there's a more complicated entity web: multiple generations of family members, a variety of charitable entities, different trusts for various descendants, etc. The ownership of the family's entire portfolio is divided between all of the entities, each of whom pay that fee layer to the GP entity. It obviously is not a perfect fit in the context of true long-term investing (for the glaring reason you mentioned), but you'll see it sometimes in families that are really big.
//
这可能没有直接回答你的问题,但without more input on the asset selection, team composition, and parameters the principal is willing to tolerate, this is the best I can give you.
我专门从家庭中筹集了一笔不平凡的资本,成为了许多校长的朋友,并发现自己陷入了一个经常讨论这种事情的人的口袋里。
我在PMS上永久落后,这不是个人的。
This is exactly what I was hoping for!! Thanks so much for taking the time to break it down so succinctly :)
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