Hong Kong Guanlan: Hong Kong Family Office Industry Enters the "2.0 Era"

Ask AI · What Are the Key Drivers Behind Hong Kong Family Offices’ Industry Transformation in the 2.0 Era?

Xinhua News Agency, Hong Kong, March 28 (From Zhongxin She) Title: Hong Kong Family Offices’ Industry Enters the “2.0 Era”

Zhongxin She Reporter Xiang Luping

By the end of 2025, the number of single-family offices in Hong Kong (short for “family office”) increased to 3,384, creating more than 10k full-time professional positions and generating annual operating expenditures of about HK$12.6 billion in revenue for Hong Kong’s economy. In just a few short years, Hong Kong’s family office industry has quickly formed a scaled-up ecosystem.

The author has observed that, at present, Hong Kong’s family office industry is shifting from “scale expansion” to “deep integration,” entering the “2.0 era.” Family office business models are evolving from single wealth management toward diversified value creation.

Proactively Lay Out New Asset Classes

Emerging tracks such as artificial intelligence are becoming the focus of Hong Kong family offices’ asset allocation in the “2.0 era.”

According to reports from Hong Kong media, in February of this year, Dingpei Group, which supports multiple Hong Kong billionaire families in managing assets, backed the launch of a venture capital fund focused on artificial intelligence infrastructure. The fund was launched by “3C AGI Partners,” founded by Wang Kangman, the former managing director of the SenseTime Group. It targets hard-tech areas such as computing power and data centers, with a goal of raising US$100 million.

Hong Kong Special Administrative Region government’s Secretary for Financial Services and the Treasury, Xu Zhengyu, recently disclosed that it is planning to expand the scope of tax incentives for family offices to cover more asset categories. There is reason to believe that cultural collectibles, precious metals, carbon credits—assets that were previously seen as “niche”—will become investment options for family offices.

Charitable Value Becomes a Strategic Core

While the investment side expands, the functional boundaries of family offices are also widening. A report released on March 10 by the Hong Kong Institute for Monetary Research shows that, among the surveyed Hong Kong family offices, the proportion planning to deepen their investment layout in charitable causes in the coming years rose from 45% to 64%.

Charity can become the “binder” that strengthens family cohesion, and it can also be transformed into “implicit business returns.” In Hong Kong’s family offices of the “2.0 era,” charity is no longer viewed as simple donations; instead, it is seen as a transformation opportunity characterized by “strategic, institutionalized, and deeply integrated with wealth management.” Behind this transformation is the family’s renewed reexamination of charitable returns, reflecting a shift for family offices from a single goal of “preserving and growing wealth” toward a systemic layout where “family value and social value coexist.”

Deeply Aligning With the “China Opportunities”

With family offices rooted in Hong Kong, the most distinctive advantage is direct investment in the “China opportunities.” Mainland China has global competitiveness in fields such as new energy, advanced manufacturing, and artificial intelligence, continuously attracting global capital.

At the 2026 “Yuze Xiangjiang” summit forum held in Hong Kong recently, there were many guests from the Middle East, drawing attention from industry circles. Rusang Capital Holdings Co., Ltd., which has opened a joint family office business in Hong Kong, told the author that Middle Eastern capital can achieve systematic allocation to Chinese assets through Hong Kong in various forms such as sovereign wealth funds and family offices. This is not only “allocating assets,” but also “positioning for the future.”

Hong Kong family office capital’s proactive venture investments in frontier technology areas, its strategic deep cultivation in the field of charity, and its deep alignment with the “China opportunities” together form a complete picture of value creation in the “2.0 era.” And this narrative about wealth has only just begun. (End)