The financial plan should be built around the decree, not reduced to it.

Federal bona fide residency generally considers presence, tax home, and closer connection, with special rules for the year of move. Documentation should support the complete facts, not only a calendar total. [4][5][7]

Marketable securities may require move-date fair market value records. Nonmarketable property may require acquisition dates and holding-period information. Reconstructing those facts years later is avoidable. [6][7]

Capital gain, interest, dividends, ordinary income, and mixed partnership items may be sourced and reported differently. The product label alone does not answer the tax question. [4][6][7]

Turnover, tax-loss harvesting, current yield, private-market pacing, and liquidity may deserve a different design after the move. The address change should not be the only portfolio change.

A K-1 may not provide everything the tax team needs. Manager cooperation, acquisition dates, realization dates, and underlying source-and-character detail can become a diligence issue.

Strong advice in one lane can create a weak overall outcome if the tax, legal, estate, business, investment, and family decisions are sequenced independently.

The biggest risk is not lacking a professional. It is having professionals whose work is not coordinated.

Question: What do we own, owe, control, and need?

Output: One consolidated view of wealth, liquidity, entities, business interests, risks, family goals, and decisions.

Question: When was each asset acquired and what was documented when residency began?

Output: A permanent ledger of basis, value, ownership, marketability, and evidence.

Question: Who owns each decision and who coordinates the work?

Output: Clear roles, communication expectations, and escalation paths across the specialist team.

Question: What job does each dollar have, and what risk is being accepted?

Output: A purpose-built allocation for growth, diversification, liquidity, private markets, and opportunity capital.

Question: Who owns each decision and who coordinates the work?

Output: Clear roles, communication expectations, and escalation paths across the specialist team.

Question: What must be reviewed, documented, filed, and implemented each year?

Output: A recurring calendar that prevents year-end scrambling and missed handoffs.

Make complexity visible before it becomes expensive, and give one person responsibility for keeping the whole picture coordinated.

Broad, benchmark-aware public equity designed to participate in long-term business growth.

Key filters: cost, diversification, tracking error, quality, and total return.

Active equity and long/short strategies where manager skill and turnover may be more valuable for the right decree holder.

Key filters: true alpha, overlap, leverage, fees, and drawdown.

Selected growth notes, buffered strategies, and autocallables that define market outcomes.

Key filters: prospectus tax character, issuer credit, barrier, liquidity, embedded cost, and concentration.

Global macro, market neutral, event-driven, or multi-strategy exposures intended to reduce dependence on a single equity outcome.

Key filters: actual beta, liquidity, K-1 character, and downside behavior.

Evergreen private equity, select funds, direct deals, and real assets for long-term compounding.

Key filters: pacing, illiquidity, governance, manager reporting, capital calls, and estate fit.

Cash for spending, taxes, business needs, real estate, capital calls, emergencies, and future opportunities.

Key filters: safety, access, payer/source, duration, collateral, and simplicity.

Tax efficiency is a design input – never permission to ignore fees, concentration, credit, liquidity, reporting quality, or downside risk.

Returns, 1099s and K-1s, source-and-character review, residency file, and Form 8898 when applicable.

Estate documents, ownership, beneficiaries, insurance, entity maintenance, and charitable commitments.

Allocation, liquidity runway, private commitments, manager reporting, business planning, and transaction readiness.

Realized gains, distributions, charitable gifts, capital calls, tax estimates, and the next year’s planning calendar.

Convert compliance and planning from a year-end scramble into a recurring family office process with named owners and documented follow-through.

Understand the move, decree, residency facts, business, family, full balance sheet, liquidity needs, goals, current advisors, and what would make the relationship useful.

CLIENT OUTPUT: A complete financial map, a prioritized issues list, and clarity on who currently owns each decision.

Build the six deliverables, identify the gaps, model the important decisions, and coordinate the questions that require tax, legal, estate, or business review.

CLIENT OUTPUT: A written architecture linking portfolio, liquidity, reporting, estate, entity, and specialist decisions.

Use A Day Well Spent to present the architecture, agree on the implementation order, assign owners, and execute the portfolio and planning changes.

CLIENT OUTPUT: An implementation sequence with named owners, required documents, and agreed portfolio and planning actions.

Review the architecture as assets, businesses, laws, family members, and goals change. Continue portfolio oversight, family meetings, manager diligence, and advisor coordination.

CLIENT OUTPUT: A recurring family office cadence that keeps the plan current as facts, markets, laws, and family needs change.

Map the balance sheet, gather decree and residency documents, preserve asset records, and identify the specialist team.

Build the source-and-character matrix, portfolio architecture, team map, annual calendar, and decision list.

Validate with specialists, implement agreed changes, create the family reporting package, and establish the recurring meeting cadence.

One map, one action list, and one person accountable for the whole picture.

Every No or Not Yet is not a failure. It is a planning opportunity. The earlier the family identifies the gap, the more time the team has to create clarity, preserve evidence, and coordinate the right specialists.

We build the financial plan around it – connecting the portfolio, business interests, tax and legal specialists, estate plan, liquidity, and family decisions into one architecture.