STRATEGIC TRANSFORMATION OF A MULTI-GENERATIONAL FAMILY OFFICE

Background

A third-generation real estate family based in Madison, Wisconsin, faced a pivotal moment following the passing of
their patriarch. While they had built a successful portfolio, the family now needed to determine the future direction of
their real estate company. Their options were clear: maintain the status quo, grow modestly using their own capital, or
scale significantly by bringing in outside investor capital. Each path had distinct challenges, with Trinity’s assistance as
part of the strategic review, the family chose a measured growth strategy which allowed them to retain full ownership
and control, ensuring their family legacy remained intact.

Beyond financial considerations, the family sought to create a structured decision-making process, define leadership
roles, and set a clear course for future generations. They were seeking a strategic partner who could combine datadriven financial insights with a deep understanding of family governance and long-term succession planning, a role
Trinity is well-positioned to fulfill and has successfully done for many families in the past.

Approach

At Trinity, we believe that a successful real estate strategy balances the “hard path” of financial discipline, analytics,
and market best practices with the “soft path” of understanding people, their goals, and relationships. By addressing
both, we ensure that our solutions are not only strategically sound but also actionable within the unique dynamics of
a family office.

Our first step was to establish clear goals and objectives that aligned family interests, employee roles, and investment
strategy. Through structured discussions and one-on-one interviews, we helped the family define success in
quantifiable terms.

We helped the family implement key strategies to enhance internal efficiency and financial sustainability:

• Aligning Family & Business Goals – Developing a framework to communicate company objectives and ensuring
  that every family and team member understood their role in achieving them.
• Compensation & Fee Structuring – Establishing market-based compensation for family members who are actively
  managing the company while implementing appropriate fee structures to support long-term financial stability.
• Operational Efficiency & Scalability – Systematizing internal processes to enhance cost-effectiveness in
  construction and development, leading to improved bottom-line performance.
• Succession & Talent Strategy – Preparing the company for the next phase by implementing a compensation model
  that would eventually attract and retain top-tier management talent, allowing family members to step back from
  day-to-day operations.

Outcome

With Trinity’s guidance, the family successfully transitioned to a measured growth strategy that allowed them to scale
their real estate portfolio while maintaining full ownership and control. They now have a structured framework to
evaluate success, ensuring NOI, cash flow, and overall profitability remain key performance indicators.

Additionally, by implementing best practices in governance, compensation, and operational efficiency, the family is
positioned to increase cash flow, reinvest capital into the company, and establish a clear path for leadership transition.
With a strong foundation in place, they are now well-positioned for future expansion while maintaining the integrity of
their family legacy.