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Christina Wing
Faculty member at Harvard Business School | Founder of Wingspan Legacy Partners | Female Business Owner
Christina Wing serves as a board member at Triple-S Steel Holdings, Inc. She is also a prominent figure in academia and advisory roles, particularly known for her work at Harvard Business School (HBS) and her company, Wingspan Legacy Partners.
Academic and Professional Background
Christina Wing is a Senior Lecturer at HBS, where she focuses on family enterprises and operations management. She developed a course titled "Demystifying Families in Business," which explores family dynamics, operating companies, and legacy opportunities. Additionally, she chairs the executive education program on Families in Business and teaches various courses related to technology and operations management.123
Before her academic career, Wing held significant positions in finance and management, including serving as the president and CEO of a family office. Her early career included roles in investment banking at firms like Goldman Sachs and Kidder Peabody, where she specialized in equities and energy investment banking.13
Advisory Roles
In addition to her teaching, Christina is a Senior Advisor at Crestview Partners, a private equity firm, and is involved with several advisory boards focused on family businesses and investments. She co-founded Wingspan Legacy Partners, which aims to assist families in navigating the complexities of wealth, legacy, and philanthropy.23
Personal Background
Christina Wing graduated from Southern Methodist University with a B.B.A. in finance and organizational behavior and business policy, followed by an M.B.A. from Harvard Business School. She is passionate about family dynamics, philanthropy, and leadership, frequently speaking on these topics at various conferences and events.123
Highlights
Supporting the entrepreneurial spirit of the #RisingGen is crucial for the long-term success of any family enterprise. Not every family member may want to be directly involved in the family business or family office, but that doesn’t mean their aspirations should go unsupported.
By establishing an entrepreneurship fund, families can empower their next generation to pursue new ventures while keeping resources within the family. In our recent article, “Create a Family Entrepreneurship Fund to Empower the Rising Gen,” we discuss key practices to ensure the fund is both fair and effective:
1️⃣ Professionalize the pitch process: Streamline how family members present their ideas, avoiding conflicting responses and ensuring every proposal is given thoughtful consideration. 2️⃣ Create a diverse voting committee: Include family members across generations and bring in an impartial voice from the board or family office for balanced decision-making. 3️⃣ Structure deals with clarity: Define terms for repayment, the family’s equity stake, and the key performance indicators that will guide future investments. 4️⃣ Foster open communication: Maintain transparency throughout the process, ensuring that both the committee and the funded businesses receive ongoing feedback and support.
Adopting these practices can help families stay self-funded, promote innovation, and potentially add new ventures to their enduring legacy.
https://lnkd.in/egE-Yiu8
#familybusiness #familyenterprise #familyoffice #familylegacy #enterpreurship
I was honored to be asked by Bloomberg for my opinion on the explosion of family wealth in the Middle East and North Africa (#MENA) and Gulf Cooperative Council (#GCC) regions, what private banks can do to distinguish themselves, and how you succeed in such a competitive environment—in an article by Archana Narayanan, CFA, Dinesh Nair, and Ben Stupples, “HSBC’s Play for Mideast Wealth Marred by Exits, Regulatory Curbs.”
In wealth management, especially in regions like the Middle East, success is deeply connected to the strength of personal relationships. HSBC’s decision to bring on Aladdin Hangari, a seasoned leader with a strong track record and deep connections in the region, underscores the bank’s commitment to expanding its wealth management division. With his experience at Credit Suisse, where he successfully managed wealth for clients in the region, Hangari is well-equipped to lead HSBC’s efforts.
As I shared in the article, “You’re not going to end up doing business with anyone that you haven’t had dinner with in their home—that is when the real relationship starts.” This insight is key to understanding why HSBC’s focus on building and nurturing client relationships is so vital.
This focus is particularly important as the region’s family offices anticipate a 65% increase in total wealth, according to Deloitte’s Top Family Office Trends in 2024. Hangari’s expertise, combined with strong support from HSBC’s executives, positions him to build a world-class team dedicated to deepening client relationships. HSBC’s commitment to investing in talent and fostering strong, lasting connections with their clients is a clear indication of the bright path ahead. With Hangari at the helm, this focus on personal relationships will drive long-term success in this vital market.
