Middle East and Asia family office growth is reshaping the talent market

Middle East and Asia family office growth continues at a pace, driven by rising private wealth, global diversification, and a shift toward more formal investment structures.  

Across the Gulf and Asia’s main financial centres, families are professionalising how they manage capital, build teams, and govern decision-making. At Selby Jennings, this shift is most visible through hiring demand, role complexity, and sustained competition for experienced talent. 

Family offices in both regions are moving away from informal, relationship-led models. In their place are structured platforms with broader mandates, global exposure, and higher expectations around execution. As a result, talent has become the main constraint on growth rather than access to capital. 

Why family offices are expanding across Asia and the Middle East 

Several structural factors underpin Middle East and Asia family office growth, particularly in Asia’s established hubs and the Gulf. 

In Asia, rapid wealth creation across Southeast Asia, Greater China, and India has pushed many families to reassess long-term capital management. Assets previously overseen by private banks or advisors are increasingly brought in-house to improve control, transparency, and flexibility. Singapore and Hong Kong sit at the centre of this trend, supported by regulatory frameworks designed to attract family capital and operating talent. Reuters reports that the number of single-family offices in Singapore alone has now surpassed 2,000, highlighting the pace of formalisation in the region. 

Hong Kong has followed a similar path, positioning itself as a regional hub for family offices seeking proximity to Asian markets and deal flow. Citywealth notes that both centres are now competing directly for family office mandates and experienced professionals. 

In the Middle East, the UAE has emerged as a focal point for family office growth. Established regional families are professionalising legacy structures, while international families are relocating capital and operations to Dubai and Abu Dhabi. Deloitte highlights how family offices in the region are playing an increasingly active role in investment strategy, governance, and diversification. 

Across both regions, rising scale and complexity mean informal approaches no longer work. This is where demand for specialist talent accelerates. 

A move towards active and global investment strategies 

Middle East and Asia family office growth is closely linked to a shift in investment behaviour, with families taking a more active and global approach. 

Many family offices are expanding beyond capital preservation into direct deployment across private and public markets. Portfolios increasingly include private equity, venture capital, private credit, infrastructure, and thematic investments linked to technology and the energy transition. IQ-EQ describes Asian family offices as “booming powerhouses of asset management,” driven by appetite for direct investing and long-term control. 

This evolution has increased demand for experienced investment professionals who can source deals, manage risk, and operate across cycles. At Selby Jennings, we see rising demand for CIOs, investment directors, and sector specialists with private markets experience. 

Families often seek institutional-level capability without institutional layers. That narrows the talent pool considerably. Many candidates from banks or funds struggle to adapt to family office environments where mandates are broader, decision-making is closer to principals, and long-term outcomes matter more than quarterly performance. 

Governance and succession are now core hiring priorities 

Middle East and Asia family office growth has pushed governance from a secondary issue to a core priority. Multigenerational wealth, cross-border assets, and expanding internal teams increase decision-making risk and operational complexity. Without clear governance frameworks, investment execution slows, and internal friction rises. In response, family offices are increasingly hiring for roles focused on structure and oversight, including family office directors, legal and structuring specialists, tax professionals, and risk leaders. 

Supply remains a constraint, and candidates with direct family office governance experience are limited across both Asia and the Middle East. As a result, many families recruit from private banking, asset management, or trust and fiduciary services, adapting those skill sets to a family office context. 

Operational complexity is rising quickly 

Operational demands are increasing alongside Middle East and Asia family office growth, particularly as portfolios diversify and jurisdictions multiply. 

Informal processes rarely scale. Reporting, controls, and infrastructure must keep pace with investment activity to avoid operational risk. We see strong demand for COOs, finance directors with private asset exposure, middle office professionals, and reporting specialists. 

In Asia, many family offices are building these capabilities for the first time. In the Middle East, rapid expansion has exposed gaps that now require formalisation. In both cases, delayed hiring often increases pressure on existing teams. 

Competition for experienced talent is intensifying 

Talent competition is one of the defining features of the current market. Family offices now compete directly with private equity firms, hedge funds, sovereign wealth funds, and asset managers for the same skill sets. In markets such as Singapore and the UAE, demand continues to outstrip supply. WealthBriefing Asia notes that family offices must sharpen their employer proposition to attract experienced professionals. 

This competitive environment has driven higher compensation expectations, longer hiring timelines, and increased focus on retention. Many families underestimate how selective senior candidates have become, particularly where governance, mandate clarity, or decision authority is unclear. 

Cultural fit remains critical to hiring success 

Cultural fit remains critical to hiring success as family offices operate differently from traditional financial institutions, and this difference becomes more pronounced as teams scale. 

Successful hires typically combine technical capability with discretion, adaptability, and the ability to work closely with principals. Recent industry commentary continues to highlight how working models, culture, and flexibility play a growing role in hiring outcomes across family offices. 

At Selby Jennings, cultural fit assessment is a core part of our process, particularly for senior and first-in-role hires where misalignment carries high risk. 

International hiring is filling key gaps 

Local talent pools alone cannot meet current demand across Asia and the Middle East as family offices grow in scale and complexity. Many are hiring internationally for senior investment, governance, and leadership roles to fill skills gaps that local markets cannot yet satisfy. The 2025 Global Family Office Report from Citibank highlights how Asia-Pacific family offices are proactively internationalising strategies and operations in response to shifting global capital and talent needs. 

International hiring brings broader experience and perspective, but only where expectations align with family office needs and culture. Families increasingly prioritise candidates who combine global exposure with regional understanding of regulatory nuance and operational context. Without that balance, international hires can struggle to integrate and deliver long-term value. 

What this means for family offices today 

As Middle East and Asia family office growth continues, talent strategy needs to be deliberate and forward-looking. 

Family offices that perform well over the long term typically define roles clearly, build teams in phases, align governance with hiring decisions, and focus on retention alongside recruitment. Common mistakes include hiring too senior too early, over-reliance on one individual, or failing to formalise decision-making as teams expand. 

How Selby Jennings supports family office hiring 

At Selby Jennings, we work with family offices across Asia and the Middle East at different stages of maturity, from first hires through full team builds. Our dedicated family office recruitment practice supports hiring across investment, governance, and operations, with a focus on long-term fit. 

Our insight is driven by active mandates and ongoing candidate engagement, allowing us to advise on market availability, role design, and realistic hiring timelines. 

As Middle East and Asia family office growth continues, access to the right talent will remain the defining constraint. For family offices planning to hire or reassess their talent strategy, requesting a confidential call back with Selby Jennings is often the most direct way to understand current market conditions and hiring options.