Thoughts on Indian Family Offices and Investing

Interview Snapshot

Rohit Yadav: How have Indian Family Offices invested in the past? Have you noticed any changes in investment patterns recently?
Aarti Gupta: Traditionally, Indian Family Offices followed a conservative asset allocation strategy, anchored in real estate, fixed income, and public equities. Capital preservation was the dominant theme, and investments were largely domestic. Over the last decade, however, there’s been a notable shift. As generational transitions occur and global exposure increases, many family offices are embracing a more diversified approach.  Today, we’re seeing growing allocation toward private equity, venture capital, international markets, and even alternative assets and sustainability linked investments.
“Today, we’re seeing growing allocation toward private equity, venture capital, international markets, and even alternative assets and sustainability linked investments. There’s also a greater awareness of thematic investing.”

There’s also a greater awareness of thematic investing, particularly around climatetech, healthtech, fintech, and consumer brands, which reflect both generational values and strategic bets on the India’s growth story. Global diversification, once rare, is now a part of long term risk management strategy. More importantly, families are moving from passive wealth management to active wealth creation. That shift in mindset is perhaps the most important change of all.

Rohit Yadav: What are the biggest Indian Family Offices trends for the upcoming 1-3 years?
Aarti Gupta: Three major trends will define the next phase for Indian Family Offices.

“We are seeing clearer governance structures, CIO appointments, and data backed decision making replacing gut based investing… Younger family members are driving impact oriented and tech enabled investments.”

First, professionalization. We are seeing clearer governance structures, CIO appointments, and data backed decision making replacing gut based investing. Families are increasingly building in house investment teams or working with multi family offices to institutionalize processes.

Second, the next gen influence is palpable. Younger family members are driving impact oriented and tech enabled investments. There is growing interest in private market investing, often guided by global exposure and personal passion.

Third, collaborative investing is on the rise. Whether through syndicates, co-investment platforms, or family office networks, there is a shift from insular decisions to ecosystem building. This collective approach improves access, learning, and risk sharing, critical in navigating early-stage ecosystems. India’s macroeconomic stability and demographic dividend provide tailwinds, but how family offices embrace agility and learning will ultimately define their success.

Rohit Yadav: What role have Indian Family Offices played in the startup ecosystem in the last 3-5 years. How has this changed recently?
Aarti Gupta: Indian Family Offices have gone from being silent spectators to active participants in the startup ecosystem over the last 3–5 years.

“Indian Family Offices have gone from being silent spectators to active participants in the startup ecosystem over the last 3–5 years… The narrative has shifted from “Should we invest?” to “Where and how do we invest smartly?””

Initially, the engagement was limited often via LP positions in venture capital funds or opportunistic direct investments. But as success stories emerged and trust in the ecosystem deepened, allocations have scaled up meaningfully. Today, family offices are not only writing larger cheques but are also showing sectoral preferences, co-investing with institutional VCs, and even launching their own venture arms.

The narrative has shifted from “Should we invest?” to “Where and how do we invest smartly?” Post 2021, we’ve also seen a maturing lens, valuations are scrutinized more, diligence is deeper, and there's greater focus on founder quality, governance, and path to profitability. While some family offices pulled back in the funding winter, the more seasoned ones used the correction to double down on quality. The direction is clear, Indian Family Offices are here to stay and shape the future of Indian entrepreneurship.

Rohit Yadav: What are Indian Family Offices’ expectations from the startup and venture ecosystem?
Aarti Gupta: Indian Family Offices are seeking a balanced blend of financial returns, strategic alignment, and ecosystem impact. While IRR and exit visibility remain critical, many family offices are looking beyond just capital gains.

"Indian Family Offices are seeking a balanced blend of financial returns, strategic alignment, and ecosystem impact… There's growing alignment with national imperatives, from building Indian global champions to supporting inclusion, skilling, and sustainability.”

There's growing alignment with national imperatives, from building Indian global champions to supporting inclusion, skilling, and sustainability. Many family offices see their startup investing as a way to “give forward” by backing entrepreneurs solving real India-focused issues—from agri supply chains to women’s financial access.

Also, family offices want transparency, founder accountability, and responsible scaling. They value startups that demonstrate discipline in operations, clarity in execution, and a well articulated path to scale, especially in sectors tied to India’s developmental story.

In essence, the ask is: Don’t just create valuation; create value.

Rohit Yadav: Do Indian Family Offices look at startup investing from a strategic or financial lens, or both? And, are Indian Family Offices more inclined to invest directly in startups, or do they invest via venture capital funds? Also, how do Indian Family Offices decide which startup sectors to allocate capital to?

Aarti Gupta: It’s a mix, but we’re increasingly seeing a dual lens approach. For many family offices, startup investing is about diversification and wealth creation. But for others, especially those from industrial, healthcare, or consumer backgrounds, there’s a clear strategic alignment as well. They might invest in a healthtech platform that complements their hospital chain or a SaaS tool relevant to their enterprise.

“For many family offices, startup investing is about diversification and wealth creation. But for others, especially those from industrial, healthcare, or consumer backgrounds, there’s a clear strategic alignment as well.”

In terms of mode, newer family offices often begin with VC fund exposure, to learn the ropes and access curated deal flow. Over time, many shift to “direct investing”, either independently or through angel networks and syndicates.

Co-investments alongside trusted VCs is a favored route, it offers both validation and control.

Sector allocation depends on the family’s legacy, interests, and learning agility. But across the board, families are becoming more data driven and thesis led in their decisions, moving away from emotional or ad hoc investing.

Rohit Yadav: What challenges Indian Family Offices face when investing in startups?
‍Aarti Gupta: There are several challenges.

First, information asymmetry accessing high quality, well vetted deals is still difficult, especially for single family offices not embedded in VC circles. Many rely on word of mouth or inbound pitches, which can be limiting.

“Information asymmetry accessing high quality, well vetted deals is still difficult, especially for single family offices not embedded in VC circles. Governance and monitoring post investment can be patchy.”

Second, diligence and decision making frameworks are often underdeveloped. Unlike institutional investors, most family offices don’t have large in house teams to run rigorous evaluations. This leads to over reliance on personal networks or gut feel.

Third, governance and monitoring post investment can be patchy. Some families struggle to add value beyond capital or to track portfolio performance effectively. Lastly, there's the emotional quotient blurring of boundaries between relationship and rigor.

Family offices need to navigate the balance between backing familiar founders versus making objective, high conviction decisions. That said, awareness is growing, and more families are now engaging advisors, upskilling internally, and participating in structured programs to improve their venture investing playbook.