Wealth management operates within a complex ecosystem where information is power. For family offices, access to reliable, timely, and actionable data is the cornerstone of sound investment decision-making. Yet, systemic opacity and deliberate information manipulation by intermediaries—private bankers, external advisors, venture capitalists, and private equity firms—create significant barriers. These barriers undermine efficiency, limit access to high-quality opportunities, and diminish the long-term financial performance of family offices.

This editorial delves into the mechanisms of information manipulation, its impacts, and actionable strategies that family offices can adopt to counteract these entrenched practices.

Family offices wield immense financial power in the rarefied world of wealth management, where billion-dollar decisions are routine. They represent a unique nexus of capital, legacy, and purpose, often serving as stewards of generational wealth. Yet, despite their influence, family offices find themselves navigating a financial landscape riddled with deliberate obfuscation and information manipulation, perpetuated by the very intermediaries they rely on—private bankers, external advisors, venture capitalists, and private equity firms.

At its core, wealth management is supposed to serve the interests of its clients. Yet, the system is structurally designed to prioritize intermediaries' profits over transparency and alignment with family offices’ goals. The result? Lost opportunities, suboptimal investments, and inefficiencies cost family offices billions each year in lost opportunities and poor overview of the market.

This dynamic is widespread in Sustainable Investing (ESG and Impact Investing) across public and private markets, encompassing funds, direct deals, fund of funds, and industrial holdings. Wealth managers and intermediaries often claim their clients lack interest in achieving both Alpha and restoring social and environmental balance. However, when speaking directly to asset owners, a different reality emerges.

Clients are frequently told there are no viable deals, the risks are too high, or management is insufficiently skilled. Meanwhile, wealth managers promote the myth that their non-ESG investments consistently outperform benchmarks, with PE funds delivering 30% ROI and hedge funds exceeding 30% returns—claims that strain credibility.

In truth, many wealth managers rarely venture beyond their narrow, familiar networks, nor do they offer products that align with sustainable investment objectives. In some instances, they even argue that offering ESG products would reduce their fees—a baseless excuse to justify inaction and maintain the status quo.

This systemic opacity is not an accident. It is a carefully curated feature of wealth management, driven by structural incentives that reward intermediaries for controlling access to information, creating artificial barriers to entry, and keeping family offices in the dark.

The structural incentive for opacity

Intermediaries within wealth management are not simply passive conduits for deal flow. Instead, they are active gatekeepers, incentivised to control information and access for their benefit. This strategic opacity enables them to secure higher commissions, maintain competitive advantage, and prioritize opportunities that serve their immediate networks.

Below are the five primary mechanisms driving this systematic manipulation:

1. Deal filtering and selective disclosure

Intermediaries curate investment opportunities in ways that disproportionately benefit their interests.

This selective disclosure not only limits the investment options available to family offices but also distorts their perception of the market. Family offices are left to make decisions with incomplete information, a scenario that invariably favours the intermediary.

• Maximizing commissions: Deals that generate the highest fees often take precedence, regardless of alignment with a family office’s long-term objectives

• Withholding high-potential opportunities: Premium investment opportunities are often disclosed only to preferred clients or retained within the intermediary's exclusive networks

• Artificial scarcity: By promoting a perception of exclusivity, intermediaries manipulate desirability and urgency, often at the expense of due diligence

• Network prioritisation: Opportunities are funnelled to close professional circles, sidelining family offices that lack direct access

2. Compensation misalignment

The way intermediaries are compensated inherently drives behaviour that perpetuates information asymmetry. The structural misalignment of compensation further exacerbates the problem. Most intermediaries operate on commission-based models that reward transaction volume rather than investment quality. This incentivises a quantity-over-quality approach, where the priority is to close deals quickly rather than ensure they align with the long-term goals of the family office.

Fee structures are another area ripe for reform. Layered, complex, and opaque, they obscure the true cost of services provided by intermediaries. Without clear metrics for performance or accountability, family offices often overpay for underwhelming results.

• Commission-driven strategies: Rewarding volume over quality fosters rushed and poorly vetted investments

• Opaque fee structures: Layered and complex fee arrangements obscure true costs, making it difficult for family offices to evaluate value for money

• Performance disconnect: Without accountability tied to investment outcomes, intermediaries face no pressure to align with their client’s success

3. Network exclusivity

The wealth management industry thrives on exclusive networks. Access to high-potential opportunities often depends on being part of exclusive investment networks—networks that are tightly controlled by intermediaries. These closed ecosystems are designed to limit direct engagement by family offices, keeping them dependent on intermediaries for deal flow.

Proprietary information, which intermediaries guard jealously, serves as both a tool and a barrier. By maintaining control over key insights, intermediaries ensure their indispensability, even when their involvement adds little real value.

This gatekeeping not only limits access to premium deals but also stifles innovation within the wealth management ecosystem. Family offices are prevented from exploring alternative approaches to investing, further entrenching the status quo.

• Restricting direct engagement: Family offices are often discouraged from bypassing intermediaries to engage directly with investment opportunities

• Proprietary information: Intermediaries guard critical data to maintain leverage and competitive edge

• Closed ecosystems: Insular networks prevent family offices from participating in high-value opportunities unless mediated by intermediaries

4. Complex information asymmetry techniques

Intermediaries also deploy a range of sophisticated techniques to maintain control over information. Timed releases, technical jargon, selective data sharing, and incomplete performance reporting are all part of their playbook.

For example, delaying the release of critical investment details can pressure family offices into making decisions without sufficient analysis. Similarly, presenting financial instruments in overly complex or technical terms can discourage scrutiny and create an illusion of expertise.

Such practices perpetuate a fundamental imbalance in the relationship between family offices and intermediaries, undermining trust and transparency.

Intermediaries use advanced strategies to obscure critical details:

• Timed information releases: Strategic delays disadvantage family offices, forcing rushed decisions on incomplete data

• Obfuscating financial instruments: Technical jargon and complex presentations mask risks and complicate comparisons

• Selective data sharing: Providing only favourable or partial information skews decision-making

• Performance reporting delays: Family offices often receive updates late or in incomplete formats, hindering accurate portfolio assessment

5. Technological manipulation

While technology has the potential to democratize access to information, it is often used to reinforce existing power dynamics. Algorithmic filtering, for instance, allows intermediaries to control what family offices see, while data compartmentalization ensures that only select individuals have access to critical insights.

Even tools designed to enhance transparency, such as investment tracking platforms, are often implemented in ways that prioritize the intermediary’s interests. Limited customization, opaque algorithms, and insufficient reporting capabilities mean that family offices are rarely able to extract the full value of these tools.

Technology, while a potential equalizer, is often deployed to reinforce control:

• Algorithmic filtering: Platforms manage visibility, controlling what family offices can access

• Data compartmentalisation: Fragmented information limits comprehensive deal evaluation

• Opaque investment tracking: Even digital tools lack the transparency family offices need for full oversight

To understand the scope of this issue, we must first dissect the mechanics of information control. Intermediaries employ a variety of tactics to maintain their leverage, each designed to tilt the playing field in their favor.

The financial toll of systemic opacity

The deliberate control of information by intermediaries imposes steep costs on family offices:

• Undisclosed opportunities: Research estimates that 60–70% of potential deals are withheld from family offices, narrowing their investment horizon

• Delayed access: Family offices typically face delays of 3–6 months in receiving actionable information, losing ground in competitive markets

• Lost value: Across the sector, the annual financial impact of these practices is estimated to range from $500 million to $2 billion

The ripple effects of these inefficiencies compound over time, significantly eroding wealth and limiting growth potential.

Mitigation strategies for family offices

Family offices must adopt proactive measures to navigate these entrenched challenges and reclaim control over their investments.

1. Develop independent deal sourcing capabilities

Building internal expertise in identifying and vetting investment opportunities can reduce reliance on intermediaries. Direct relationships with entrepreneurs, venture funds, and other stakeholders can open access to a broader spectrum of opportunities.

2. Create direct investment networks

Family offices should establish their networks to bypass intermediary gatekeeping. Peer-to-peer connections with other family offices and institutional investors can unlock high-potential opportunities.

3. Implement transparent performance tracking

Real-time reporting tools provide family offices with accurate, actionable data on investment performance, reducing reliance on delayed intermediary updates.

4. Invest in technology-enabled discovery tools

Technology holds enormous potential to level the playing field. Blockchain-enabled platforms, for instance, can provide immutable records of transactions, enhancing trust and transparency. Similarly, AI-powered discovery tools can help family offices identify opportunities that might otherwise remain hidden. Blockchain and AI-powered platforms can democratize access to opportunities, enhanced due diligence, and provide immutable records for transparency.

Decentralized investment networks represent another promising avenue. By connecting investors directly with opportunities, these platforms eliminate the need for intermediaries and create a more equitable ecosystem.

5. Demand comprehensive reporting

Family offices must require detailed and frequent disclosures from intermediaries, including performance-linked metrics and fee transparency.

The Role of Regulation

The regulatory landscape is evolving to address these systemic issues. Emerging trends include:

• Enhanced disclosure requirements: Laws mandating greater transparency in deal presentation and reporting

• Fiduciary responsibility: Stricter obligations for intermediaries to act in clients’ best interests

• Transparency mandates: Clearer rules on fee structures and performance metrics.

• Performance accountability: Compensation tied to measurable investment outcomes.

Family offices can also leverage legal tools such as transparency clauses, independent audits, and performance-linked contracts to hold intermediaries accountable.

The Financial toll of systemic opacity

The cumulative impact of these practices is staggering. Research indicates that 60–70% of high-potential investment opportunities never make it to family offices, effectively locking them out of a significant portion of the market.

The delays in accessing actionable information are equally concerning, with family offices often receiving critical insights three to six months too late. This lag can result in missed opportunities and reduced returns, particularly in fast-moving sectors like technology and venture capital.

Quantifying these losses paints a bleak picture. Across the family office segment, the annual financial cost of information manipulation is estimated to range between $500 million and $2 billion. For individual family offices, the impact can be just as devastating, eroding wealth and undermining long-term strategies.

Demanding Accountability

Family offices must also hold intermediaries to higher standards. This includes requiring detailed reporting, performance-linked compensation structures, and independent audits. By embedding transparency and accountability into their contracts, family offices can ensure that their interests remain front and center.

The Future of Wealth Management

Information manipulation in wealth management is more than a financial issue; it is a structural challenge rooted in entrenched power dynamics and institutional inertia.

To overcome these barriers, family offices must adopt a multi-pronged approach:

1. Build internal intelligence and sourcing capabilities

2. Leverage emerging technologies like blockchain and AI to enhance transparency

3. Forge direct relationships with entrepreneurs and fellow investors

4. Demand higher standards of accountability and reporting from intermediaries

5. Advocate for and adapt to evolving regulatory frameworks that promote fairness

By taking these steps, family offices can reclaim control over their investments, ensuring their strategies are guided by transparent, reliable, and actionable information.

Conclusion: reimagining wealth management

The future of family office investing lies in creating a direct, transparent, and equitable ecosystem. Breaking free from the entrenched practices of intermediaries is not only possible but necessary for preserving generational wealth and fostering long-term growth.

Family offices have the power to redefine wealth management by demanding transparency, leveraging technology, and building networks that bypass traditional gatekeepers. In doing so, they can transform an opaque system into one that works for their unique goals and aspirations—while setting new standards for the industry at large.

The road ahead

The persistence of information manipulation in wealth management is not just a financial issue—it is a question of ethics and equity. Intermediaries have long profited from their ability to control access to information, but the tide is beginning to turn.

Regulators are introducing enhanced disclosure requirements, fiduciary responsibility mandates, and performance accountability frameworks. Meanwhile, family offices are increasingly exploring alternative models that prioritize transparency and direct engagement.

The psychological and institutional inertia sustaining the current system will not disappear overnight. But by challenging entrenched practices, leveraging technology, and fostering collaboration, family offices can reclaim control over their investments and chart a path toward a more transparent future

Asset owners need to work to revolutionize venture capital by creating a transparent, ethical, and collaborative investment environment that aligns stakeholder values and drives systemic improvement. This is in the best interest of family offices as they will see who are the best and worst actors in the PE and VC space.

The VC and PE industry needs far more transparency and improved behaviour by LPs and Fund managers as far too often they waste entrepreneurs' and emerging managers' time when there was never interest to invest and most importantly, the LPs are fully informed about the investments not done or the market.

Conclusion: a call to action

The wealth management industry is at a crossroads. Family offices must decide whether to accept the status quo or demand a better way of doing business.

The solution lies in breaking down the artificial barriers that have long defined the industry. By developing independent intelligence capabilities, embracing technology, and challenging existing models, family offices can create a more equitable and efficient investment ecosystem.

In doing so, they not only safeguard their wealth but also set a new standard for transparency and accountability in the financial world. 

Launched in 2025, TBLI Group's new initiative aims to bridge the transparency gap in the VC/PE ecosystem, empowering stakeholders to make ethical, informed decisions while fostering accountability and collaboration.

"An investment in knowledge pays the best interest" – Benjamin Franklin

This article is also published on LinkedIn. illuminem Voices is a democratic space presenting the thoughts and opinions of leading Sustainability & Energy writers, their opinions do not necessarily represent those of illuminem.