Most of what a family needs
is already held by another.

An independent house working alongside leading families, principals, and the institutions that serve them, connecting the perspectives, peers, and judgement that consequential decisions require.

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Insights

Mirai Strategic Insights

A standing read on what is changing for family enterprises, and what to do about it. Circulated privately to principals, family office leadership, and senior practitioners across Europe, the Americas, the Middle East, and Asia.

Issue No. 5May 2026

The Price of "Free"

Why Co-Investing Costs Family Offices More Than They Think

Co-investing is marketed on the absence of fees and carry. The institutional research suggests it can outperform fund commitments in aggregate. And yet, in the hands of many family offices, the strategy quietly disappoints. This paper examines why the version of co-investing in the academic studies and the version most families actually practise are two different activities, and what separates them is knowable before any cheque is written.

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Issue No. 4April 2026

What the 100-Year Family Knows

Twelve Principles for Surviving Shocks You Cannot Predict

In December 1976, Gianni Agnelli sold a stake in Fiat to the Libyan state to keep the family in control of the company. Half a century later, the lesson endures. Drawing on the Agnellis, Toyota, the Wallenbergs, the Rockefellers, the Rothschilds, and Henkel, this paper examines the twelve principles that explain why some families compound for a century while others do not.

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Issue No. 3April 2026

The AI Blind Spot

Why the Smartest Technology Investment of the Decade Is Making Family Offices More Fragile

86% of family offices are now using AI. 61% admit they do not know where to start. The gap between adoption and understanding is where the damage will occur. From deepfake fraud and autonomous cyber weapons to the quiet erosion of human judgment, this paper examines the risks that most offices are not yet asking about.

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Issue No. 2April 2026

The Price of Illiquidity

What Happens When the World Moves Faster Than Your Portfolio

The first quarter of 2026 delivered three simultaneous shocks: the Iran war, the tariff chaos, and a private markets liquidity crunch. Each was manageable on its own. Together, they revealed that most family office portfolios had no release valve.

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Issue No. 1March 2026

The Other Risk

Why Family Offices Must Professionalise Before the Next Crisis Defines Them

The growing mismatch between the sophistication of what family offices invest in and the sophistication of how they are run. An examination of the decision-making, cybersecurity, and talent gaps that leave even the most well-resourced offices vulnerable.

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How We Work

Senior Expertise. Absolute Discretion.

The quality of counsel depends on the depth of experience and judgement behind it. Every relationship draws on principal-level expertise, from our own work and from a carefully selected network of accomplished practitioners in finance, diplomacy, strategic communications, public affairs, and philanthropy. There are no junior teams and no layers between you and the people doing the work. By design, we maintain confidentiality about these collaborations, reflecting the same discretion we extend to every family we work with.

What We Do

Three Disciplines, One Firm

We work at the intersection of family, wealth, and enterprise, where the most consequential decisions require judgement that no manual or framework can replace.

Pillar 01

Cross-Border Perspective

Judgement on situations that cross jurisdictions, generations, and asset classes.

Few situations a leading family faces today are confined to one jurisdiction, one generation, or one asset class. A co-operation with another family runs through four advisers in three time zones. An operating company that has outgrown its home market must decide where its next chapter belongs. A long-held position in one sector starts to look very different when reread against the shape of the next decade.

The discipline that holds this together is not technical. It is the judgement, earned over decades inside leading global institutions, of having seen the pattern before.

We do not arrange or manage investments. We bring perspective to the question and the right people to the room.

Pillar 02

Convening

Connecting families with families, and with the people they need around the table.

Relationships built across leading families, principals, and the institutions that serve them. We connect families with relevant counterparts when situations call for it: collaborators on a project, peers facing a similar transition, chairmen and operators with rare experience.

We convene; we do not broker. We work alongside families, not on their behalf.

Pillar 03

Counsel

Strategy, governance, succession. The questions a family cannot outsource.

Mirai supports families on the questions that shape the long arc of an enterprise: the design of a family constitution, the formation and chairing of boards, the readiness of the next generation, and the governance frameworks that allow a family enterprise to institutionalise without losing its identity.

The firm brings to these conversations the experience of having built the answers in real institutions, rather than the comfortable distance of a consulting deck.

Among Families

The Mirai Circle

Most of what a leading family needs is already held by another. The lessons of a transition already navigated. The operating partner already trusted. The perspective on a region or sector already earned the hard way. The difficulty is rarely the absence of the answer. It is the absence of the room.

Mirai exists to be that room. Built across Europe, the Americas, the Middle East, and Asia, the relationships behind the firm reach into leading families, the most senior family offices, chairmen and chief executives of major institutions, and the practitioners who quietly hold the field together.

When a family is thinking through a project, whether a generational transition, a cross-border undertaking, or a shared interest in a sector or geography, we bring the right counterparts into the conversation. Some of these conversations stay private and produce nothing more than clearer thinking. Others lead families to work together, on their own terms and through their own counsel, on undertakings that matter to them.

We convene; we do not broker. The relationships, the decisions, and the structures belong to the families themselves.

Who We Serve

Built Around Your Situation

Every relationship begins with understanding where you are, what you need, and what discretion requires.

Leading Families & the Most Senior Offices

Generational transitions. Governance tensions. The challenge of finding advisers who speak candidly rather than sell product. We work with families that are doing things together as often as with families that are doing things alone. Whether your family office is in the Americas, Europe, the Middle East, or Asia, we understand these dynamics from the inside.

Independent counsel on governance, succession, co-operation between families, and the design of the family office itself.

Investment Firms & Fund Managers

Family offices are not institutional allocators. They decide differently, trust differently, and evaluate managers on criteria that most firms misread. We understand both sides of this table.

Strategic perspective on how family offices evaluate opportunities, on which conversations are worth having, and on the advisory board work that strengthens credibility with family capital.

Independent Board Perspective

Effective boards at this level need directors who combine genuine independence with operational depth, not credentials assembled from a distance. We bring corporate finance discipline, hands-on family office experience, and cross-border governance to the boardroom.

Particularly relevant to family enterprises, investment firms seeking family office insight, and companies navigating cross-border complexity.

Global Reach

Where the Work Was Actually Done.

The relationships behind the firm were built across four continents, in the financial centres where institutional capital is mobilised and in the regions where the next generation of family enterprise is being formed. They are the rooms in which the work has actually been done, not the cities listed on a brochure.

World map showing the geographic reach of Mirai Capital Partners across London, Frankfurt, Zurich, New York, São Paulo, Lima, Abu Dhabi, Singapore, Hong Kong, and Tokyo

Our Founder

Dr Ralph Welpe, Chairman & CEO

Ralph has worked across the full spectrum of corporate finance, family office management, and global private wealth.

At Deutsche Bank, he spent over fifteen years in M&A, corporate finance, and senior leadership roles across London, Frankfurt, Hong Kong, Singapore, and Tokyo. He led coverage of the Investment Bank's most strategic client relationships, working directly for the Group CEO and alongside chairmen and chief executives of major corporations on their most consequential decisions. He served on the bank's Corporate Finance and senior governance committees, and earlier in his career established the governance framework for Deutsche Bank UK, the bank's global business hub.

At Julius Baer in Zurich, he built and led coverage of the bank's global top 100 clients and developed co-investment and impact investment platforms for large global families, working directly with the Board and Executive Committee.

Between those two chapters, he was entrusted to establish and lead a multi-generational family office for a U.S. Fortune 500 family following a succession event, conducting the full financial and governance review, shaping the investment strategy, and navigating the wealth transition from within.

Ralph currently serves as Senior Adviser to KingsRock, a New York-based independent advisory firm. He co-founded and chairs Pensavvi, an invitation-only community of family offices, founders of leading private equity and venture capital firms, and senior executives and board members. Through Pensavvi and Mirai, he convenes regular conversations among the principals and senior thinkers who shape the field. He holds a PhD in Strategy and Finance from the University of St Gallen and was a Research Fellow at INSEAD.

Board & Advisory

Independent Director & Advisory Board Member

Effective boards at this level require directors who combine institutional rigour with real-world operating experience across geographies, asset classes, and family dynamics. That combination is what we bring to every board engagement.

M&A & Corporate Finance

Transaction execution, capital structures, and strategic alternatives, evaluated with the discipline of fifteen years at a global investment bank and Corporate Finance Committee experience alongside a Group Chairman and CEO.

Family Office & Private Wealth

Built a Fortune 500 family office. Led global top-100 client coverage at a leading private bank. An understanding of how families think, decide, and evaluate opportunities that comes from the inside, not from observation.

Global & Cross-Border Governance

Established the governance framework for Deutsche Bank UK. Senior regional leadership across Asia Pacific. Fluent in navigating jurisdictions, cultures, and regulatory environments.

Audit & Fiduciary Oversight

Independent Director and Audit Committee Chair of a US-listed company. Governance design for family offices, family enterprises, and institutional advisory boards. A fiduciary temperament shaped by decades of institutional responsibility.

Sectors & Capabilities

Where the Firm Brings Depth

Family Enterprises & Holding Companies

Multi-generational ownership, holding structures, and the long arc of family-controlled firms.

Family Governance & Succession

Constitutions, councils, and the readiness of the next generation to hold what has been built.

Private Equity & Alternatives

Direct investment, co-investment, and the evaluation of alternative managers from the family side.

Family Office Strategy & Operations

The design, build, and reset of family offices, from inception to institutional maturity.

Cross-Border M&A & Transactions

Strategic transactions across jurisdictions, asset classes, and ownership cultures.

Public & Private Company Governance

Board design and chairmanship for listed and privately-held companies of consequence.

Technology & Deep-Tech Ventures

Frontier technology investments and the operating discipline they demand from family capital.

Defence Technology & Dual-Use

Sectors of strategic significance that increasingly demand patient, sovereign-aware capital.

Contact

Get in Touch

By introduction, or for principals who would like to begin a conversation.

info@miraicapitalpartners.com

London, United Kingdom