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TMF Group provides administrative services for businesses, private wealth and family offices. Its private-wealth offering combines local teams with global coordination to manage day-to-day entity, fiduciary, accounting and compliance work across jurisdictions. The company currently describes 13,000 colleagues, 125-plus offices and 87 jurisdictions; these are company-reported group figures, not a count of family-office clients.
Its family-office administration service covers existing offices, newly established offices and offices that are restructuring or moving jurisdiction. A dedicated client director acts as a single point of contact for local teams. Families can scope an outsourced package around the work their own employees and advisers already perform, rather than assuming they must replace the entire office.
Compliance and reporting capabilities include local tax filings, Common Reporting Standard and FATCA reporting and economic-substance requirements. These responsibilities depend on the actual entities and jurisdictions. Ask which filings TMF will prepare or submit, which information the family must supply, who approves returns and how changes in requirements are communicated.
Operational services include company secretarial and fiduciary work, accounting and tax administration, HR, payroll and employee benefits. The service page describes in-country delivery in local languages and coordination of satellite offices. Implementation should define the entity inventory, employee and payroll data, reporting calendar, approval responsibilities and access to records.
Private-wealth services include asset administration and succession-planning support, working with the family’s advisers. TMF explicitly describes collaborating with auditors, advisers and investment managers. Administrative support for investment structures is distinct from selecting investments or providing a discretionary investment-management mandate; confirm the responsible investment manager separately.
The official people directory identifies Mark Weil as Chief Executive Officer, Christoph Hobo as Chief Financial Officer, Kevin Bulmer as Chief Operations and Technology Officer and Karan Tewari as Chief Client Officer. It also lists Shagun Kumar as Head of Asia Pacific and Jan Willem van Drimmelen as Head of Europe & Latam. Group leaders are not necessarily the local professionals assigned to a particular engagement.
Prospective clients should describe the family-office structure, countries, entities and activities they need supported. Request a scope of work, local contracting entities, service responsibilities, reporting timetable and pricing. The reviewed pages do not establish a standard family-office price or a guarantee of compliance or asset protection in every circumstance.
It handles day-to-day family office administration, compliance and reporting, HR, and private wealth services such as succession planning, asset protection and philanthropy.
Its headquarters is in Amsterdam, with 125+ offices across 87 jurisdictions.
Mark Weil is Chief Executive Officer.
Current service sources: private; administration; team; company. Reviewed 1 November 2026.
Strengths. Global coverage; Strong compliance capability.
Watch-outs. Administrative services are distinct from discretionary investment management; Coverage and filing responsibilities depend on entity and jurisdiction; Fees, reporting and approval responsibilities require a scoped engagement; Compliance and asset protection are not guaranteed outcomes.
Built for Single Family Office (SFO), Private Wealth Owners / Principals.
Families and single, multijurisdictional or virtual family offices seeking administrative support. Confirm local entity coverage, division of responsibilities and the work retained by the family’s existing advisers and investment managers.
Yes
A dedicated client director coordinates in-country teams and provides a single point of contact. Use the official private-wealth and family-office service route to agree the local delivery team, reporting and escalation responsibilities.
Map family-office entities, jurisdictions, activities, employees, filings and existing advisers. Agree local contracting entities, data requirements, approvals, reporting calendars and service scope before handover.
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