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Jan Voss

Managing Director @ Cape May Wealth | Head of FO @ BLN Capital | Exploring trends and developments in wealth management, family offices & more

Jan Voss is the Managing Director of Cape May Wealth and the Head of Family Office at BLN Capital.3 He is an experienced professional in wealth management and investment strategies, based in Berlin.

Jan holds a Bachelor of Science in International Management Double Degree from ESB Business School, Reutlingen University, and a BSc. in Business Administration with a Major in Management Information Systems from Drexel University.

His career highlights include:

  1. Managing Director at Cape May Wealth since May 20233
  2. Head of Family Office at BLN Capital since July 20203
  3. Senior Investment Manager at Team Europe Management GmbH from December 2019 to June 20203
  4. Financial Analyst in Private Wealth Management at Goldman Sachs from June 2016 to June 20183

Jan is also an active author on LinkedIn with over 15,000 followers, regularly sharing insights on family offices, venture capital, and asset allocation.1 He recently launched a newsletter through Cape May Wealth to share his expertise in wealth management.24

At BLN Capital, Jan leads a three-person investment team focused on long-term investments across various asset classes, managing over 100M€ in assets with a portfolio of 30+ companies.1

Highlights

Sep 3 · linkedin

Here in Berlin, many of the affluent entrepreneurs that I work with face an interesting conundrum: They their made money in asset classes into which they don’t want to invest anymore. 💰

Venture capital no longer feels like the ‘guaranteed return’ as it did prior to interest rate hikes. Real estate is faced with price declines and the burden of higher interest rates. Despite continued growth and profitability, even the outlook for “Mag 7” stocks seem uncertain in the light of a looming recession and a US election. And crypto… well, that’s a whole other story.

To a degree, it is understandable - I know many successful entrepreneurs who actively wanted to stay away from their industry or asset class after making their money there. But it becomes more challenging when all their investing experience comes from only those asset classes. Where do you put your money? Or if you’re just less optimistic on those “high beta” asset classes - what is the right balance? How do you structure your portfolio?

In my search to best tackle such questions, I have become a proponent of the Aspirational Investor Framework. Rather than thinking about asset allocation as something scientific (“what is the right allocation to hedge funds to the second decimal?”), it attempts to help a client define their goals - ranging from short-term safety goals (Safety Bucket), to long-term financial planning to maintain their lifestyle after inflation (Market Bucket), to their entrepreneurial and personal desires (Aspirational Bucket).

In the last months in discussions with (prospective) clients as well as other financial advisors, I’ve had numerous chances to put it into practice - and in return, face many questions on some of its intricacies. In posts over the next weeks, I’ll address some of the most common questions on the framework that I’ve received.

This week on the Cape May Wealth Weekly newsletter, we'll tackle the most frequent question: How to fit today’s income requirements into the Aspirational Investor Framework. Link in the comments - enjoy!

#aspirationalinvestor #assetallocation

Aug 2 · linkedin

Why family offices (don't) raise external capital (Part 3): Service - knowing your priorities 👨‍🍳

This week on Cape May Wealth Weekly, we're talking about the many reasons why FOs end up (or don't end up) raising external capital.

As I already mentioned yesterday: Entrepreneurs reaaaally don't like it when you tell them no. In the context of their own FO, there might be a number of reasons for something like this. It might be when their family office staff tells them that an investment they like didn’t make it through their due diligence check. Or it might be when a lawyer or tax advisor advises them against an idea of theirs.

But in a multi-family office, it might be when their staff tells them that they can’t help them right now - they have to help another client first.

The point of a family office is to be quick and diligent in responding to the needs of your owners. In the case of a single family office, those priorities are clear: Even if there might be a more important investment-related task, you typically try to deal first with any urgent personal needs of the family. Even if there’s more than one owner (think a family or a group of founders), this statement typically holds true. It might involve a bit of smart time management, but there’s typically no conflicts about division of time among their staff.

But how about a family office turned into a multi-family office? It should still be the key priority of the family office staff to serve the founding family, but how do you know to divide your time properly between the founding family, and their desire for you to go out and onboard (and properly serve) external capital? No matter how the size of external clients compares to the family’s wealth, there might be challenges: If new clients are smaller than the family, they might think that they are still the key priority. But even if the new clients are equally large or bigger than the family, they are the founding family - they should come first. From my experience, a problem in the making, whether it comes up sooner than later.

And interestingly, this tends to be the biggest reason - not scale, not structure - due to which I’ve seen entrepreneurs decide against external capital. Especially if they’ve worked with their family office for a few years, they’d rather not share them, especially if it’s a working system generating returns and a satisfying level of service.

And to me, it's unsurprising: If you’ve reached a level of wealth that can not only justify a family office, but one large enough that you consider opening it to external capital, there’s a good chance that the additional returns from external capital will not move the needle for you anymore. So if entrepreneurs then decide that they still want to go ahead, it’s for the right reasons: For the desire to build something new as a successful investor, for the sake of being a successful investor, and not just for more money.

#fundraising #privateequity #familyoffice

Related Questions

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Jan Voss
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Location

Berlin Metropolitan Area