Inside Victus Search: Chloe Walker discusses family office recruitment

In this series of articles, we sit down with Victus Search consultants to talk about the sectors they know best: what’s changing, what clients and candidates need to know, and what makes a placement work.  

Family offices are evolving rapidly. As governance frameworks mature and investment strategies grow more sophisticated, demand for exceptional talent has never been higher. We spoke with Chloe Walker, Associate Director at Victus Search, about the trends shaping family office hiring, the qualities that predict long-term success, and what both clients and candidates need to know in today’s market.

Chloe has over 10 years of recruitment experience, specialising in family offices. She advises clients on senior and strategic appointments across the family office sector, including C-suite, investment, Chief of Staff, finance, governance and trust-focused roles. Known for her relationship-led approach, Chloe works closely with family offices globally to identify exceptional talent that aligns with both the technical requirements and unique culture of each organisation.

Connect with Chloe on LinkedIn

How did you end up specialising in family office recruitment?

Chloe’s early career spanned recruitment across specialist professional services and private wealth markets, but the family office sector specifically drew her in.

“As I gained more exposure to family offices, I was drawn to the variety, complexity and uniqueness of the sector,” she says. “What particularly appealed to me was the opportunity to work on highly strategic appointments that often have a direct impact on a family’s long-term objectives. Whether recruiting a Chief of Staff, Head of Finance, investment professional or trust specialist, the emphasis is always on finding someone who fits both the technical requirements and the culture of the family office.”

“No two family offices are the same, which means every assignment presents a new challenge.”

That distinction – technical fit versus cultural fit – comes up again and again in how Chloe talks about family office recruitment, starting with the biggest misconception people bring to the process. 

“Many people assume a family office is simply a smaller version of a corporate organisation or financial institution. In reality, it’s often the opposite,” she explains. “Family offices tend to be highly dynamic environments where responsibilities extend far beyond a traditional job description. A finance leader may find themself involved in strategy, governance, investment projects or operational initiatives. A Chief of Staff may coordinate matters spanning investments, philanthropy, property and family governance all within the same week.”

Candidates who do well, she says, “are typically those who enjoy variety, autonomy and solving problems rather than working within rigid structures.”

How is the family office environment changing?

We asked Chloe what’s changed most in her time in family office recruitment, and one factor came up immediately: the growing trend toward professionalisation in family offices.

“Today, many family offices are operating with structures and governance standards comparable to institutional investment firms, while still maintaining the flexibility and entrepreneurial mindset that makes them unique,” she says. “That shift is reshaping what family offices look for in a hire – increasing demand for individuals who can operate across multiple disciplines.”

“Family offices are looking for professionals who combine technical expertise with commercial awareness, emotional intelligence and strong stakeholder management skills.”

It’s also opening up demand for skill sets that wouldn’t have featured on a family office job spec a few years ago. “Technology, cybersecurity, governance and succession planning have also become much bigger priorities than they were a few years ago,” Chloe emphasises.

What factors predict success in family office recruitment?

What separates a candidate who thrives from one who doesn’t? For Chloe, it starts with curiosity.

“The most successful family office professionals are genuinely interested in understanding how everything connects, whether that’s investments, governance, philanthropy, operations or family dynamics. They ask thoughtful questions, take ownership and are comfortable stepping outside their formal remit when needed,” she says. “I also look for adaptability. Family office careers evolve quickly, so candidates who enjoy learning, solving new problems and dealing with ambiguity tend to perform exceptionally well. Discretion and confidentiality are also a must, of course.”

Not everyone is suited to a family office environment, Chloe points out. “Family offices often require individuals to wear multiple hats, prioritise competing demands and operate with a high degree of autonomy. Some professionals find this incredibly rewarding, while others prefer the predictability and specialisation that larger institutions can offer. Neither approach is better or worse; it’s simply about finding the environment that best suits an individual’s working style and career aspirations.”

“If someone prefers a highly structured environment with clearly defined responsibilities and clear career pathways, a family office may not always be the right fit.”

That same range of demands is what makes certain roles so hard to fill. “Chief of Staff recruitment often involves the most difficult searches because the responsibilities can be extremely broad and require such an unusual combination of skills,” Chloe says. “The right person must be strategic, operationally strong, highly organised, commercially aware and able to build trust with principals and senior stakeholders. Senior investment roles can also be challenging, particularly when a family office is seeking expertise in a specific asset class alongside experience operating within an entrepreneurial environment.”

How the process works – and what family offices should know

Because each family office is structured differently, Chloe’s process always starts before candidates enter the picture.

“The first step is always understanding the family office itself before thinking about candidates,” she says. “We spend significant time learning about the family’s objectives, investment approach, reporting structures, culture and long-term plans. Two family offices may hire for the same title but require completely different skill sets. Once we’ve built that picture, we define both the technical requirements and the softer characteristics needed for success. From there, we leverage our network, conduct targeted market mapping and assess potential family office talent against both capability and cultural fit. The latter is often what ultimately determines the success and longevity of a placement.”

“The most successful searches are always partnerships rather than transactions.”

It’s a philosophy that Chloe believes hiring teams should keep in mind when working with specialists like Victus Search on a family office executive search. “The more openly a family office can share its objectives, culture and long-term vision, the better positioned we are to identify candidates who will genuinely thrive within that environment,” she advises. “Technical skills can be assessed relatively quickly. Understanding personality, values, communication style and cultural fit takes deeper market knowledge and access to specialist networks. That’s where a partner like Victus Search can add significant value in the family office recruitment process, helping to secure talent that might never reach the open market.”

Advice for professionals, and a placement success story

For professionals considering a move into family offices from a more traditional corporate or institutional background, Chloe’s advice is to widen the lens.

“Decisions can be made more quickly, communication tends to be more direct, and there is often greater exposure to senior stakeholders. I’d also encourage people to embrace the opportunity to learn. Family office careers expose professionals to a diverse range of activities that many would never encounter in a single corporate role. Finally, remember that trust is extremely important. Building credibility, demonstrating discretion and consistently delivering on commitments will often be just as valuable as technical competence.”

“Technical expertise is still important, but success in a family office is often driven by your ability to see the bigger picture.”

It’s advice Chloe has seen pay off first-hand. One placement stands out in particular: a professional with around four years of experience, from a relatively traditional professional services background, competing against candidates with significantly more direct family office experience.

“During the search process, it became clear they possessed exceptional emotional intelligence, commercial judgement and a genuine desire to learn,” Chloe recalls. “We successfully presented them to a mid-sized European family office and highlighted qualities that weren’t immediately obvious from the CV alone. Several years later, they remain with the organisation and have progressed into a much more senior position. For me, that represents the outcome we look for with every search: identifying long-term potential rather than simply matching keywords on a job description.”

Whether appointing a C-suite professional, building an investment team or planning for succession, family offices hiring presents a unique set of challenges. A specialist search partner can help identify talent capable of succeeding in these highly individual environments. To discuss your hiring plans or explore opportunities within the family office sector, contact Victus Search.