What Valmore found across 250 homes · U.S., Europe, Latin America
Valmore internal findings · 2023–2025
Read together, these figures describe one reality: leadership is often the last to know about its own staff, spending, projects and assets.
The blind spot
A family can own several exceptional residences and still be unable to answer the simplest questions.
- 01What work is happening today?
- 02Which capital projects are over budget?
- 03Who was hired — and when did leadership find out?
- 04What has already been bought, and where is it stored?
These are not administrative details. Across a portfolio, missing information means decisions made late, work done twice, and leaders relying on fragmented updates from separate teams. The household is not inactive. The activity is simply happening where no one in charge can see it.
External references
This is a family-office problem, not a household one
Campden Wealth and AlTi also found that operational technology receives less priority than investment technology, that half of offices want better budgeting and planning, and that larger offices lose roughly one staff member every nine months. The research confirms the need. It does not set a universal OPEX or CAPEX benchmark — every residence differs in size, systems, staffing and use.
The answer
Valmore Atlas®: one controlled view of every residence.
Atlas is Valmore’s proprietary operating model and private technology architecture. It connects the people, properties, projects, finances, vendors, security and reporting behind a multi-residence portfolio — so authorized decision-makers see what is happening, while it is happening.
Daily operations
Maintenance, inspections, work orders, calendars and exceptions — each with an owner, a due date, an access level and an escalation path.
Capital projects
Scopes, bids, contracts, permits, change orders, milestones, payments, punch lists and closeout in one record.
OPEX
Recurring costs, staffing, service agreements, invoices, card activity and property-level budget performance.
People & assets
Hiring linked to roles and access. Every acquired item linked to its property, location, warranty and owner — checked before the next purchase.
Role-based access throughout: staff, vendors, residence leaders and executives see only what their responsibilities require. AI finds approved information and starts workflows; accountable people keep every decision.
An operating transformation, not a software switch-on
Valmore maps decision authority and access, recovers and classifies records, sets property baselines, configures financial and project controls, trains users and goes live in phases. A service-level agreement then defines support hours, priorities, escalation and monthly reporting — with Atlas support, Valmore coordination, third-party technology and on-site emergency response each described separately.
Methodology & confidentiality
Methodology: Valmore figures are internal findings from Valmore's own engagements across 250 homes in the United States, Europe and Latin America, gathered between 2023 and 2025. Client identities remain confidential and no individual household is disclosed. These findings are distinct from the external surveys cited (Knight Frank 150, 2025; Campden Wealth & AlTi Family Office Operational Excellence Report, 2025; RSM Family Office Operational Excellence Report, 2024). Percentages of 96% and 86% are the complements of the 4% and 14% reported.
Atlas · Governance & compliance
Connected information. Defined authority. Accountable operations.
Bringing information together is only the beginning. Atlas planning addresses how people, residences, projects, assets and systems can be managed securely and reliably while everyday operations continue.
Does every family office follow the same compliance rulebook?
No. Requirements depend on activities, entities, jurisdictions and the information handled. In the U.S., SEC Rule 202(a)(11)(G)-1 excludes qualifying family offices from the investment-adviser definition under the Investment Advisers Act. Its conditions include advice only to defined family clients, ownership wholly by family clients and exclusive control by family members or family entities, and no public holding-out as an investment adviser. This is not an exemption from every legal or regulatory obligation; counsel should assess eligibility and other applicable duties.
How does NIST CSF 2.0 inform Atlas governance?
NIST CSF 2.0 offers a risk-management structure through Govern, Identify, Protect, Detect, Respond and Recover. It can guide the assessment of governance, data security, access permissions, supplier risk and resilience in an Atlas deployment. It is guidance, not an Atlas certification or proof that every control is already implemented.
Which information-security controls should an Atlas deployment assess?
Inventory information and its locations; define access by role and need; assess multifactor authentication and encryption; log access and changes; review and revoke permissions; agree retention and deletion rules; vet vendors; and prepare incident-response and recovery plans, including backups and recovery testing. Each control needs a named owner, an agreed scope and evidence of implementation. Availability depends on the chosen systems and must be validated before reliance.
How can Atlas integrate systems without interrupting daily operations?
Family offices have deep domain expertise, but integrating organically grown analog and digital systems requires a cross-functional view. Atlas planning maps people, residences, projects, assets, systems and decision authority, prioritizes critical day-one operations and introduces integration in phases. Staff training, accountable owners, escalation paths and validation support continuity as new residences, teams and assets are added; immediate operation does not mean every integration is complete on day one.
Regulatory context, not legal advice. Applicable obligations and controls must be assessed with the family office’s legal and cybersecurity advisers. Atlas does not confer a regulatory exemption or a NIST certification; implementation and validation depend on the agreed scope and selected systems.
If leadership cannot see what its residences are doing, it is not overseeing them. It is reading about them afterwards.
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