Newsletter · · 4 min read

Formidable Hires

Two institutional allocators join Christina Lewis’s new multifamily office.

The Beatrice Advisors logo and New York City skyline.
Illustration by Modus

Yesterday morning, Modus published an article about Beatrice Advisors, a multifamily office created in June by entrepreneur and philanthropist Christina Lewis, the daughter of the trailblazing Black businessman Reginald Lewis, that hired two investment team members with experience coveted by family offices.

Mervin Burton, whose previous work includes managing a $4 billion endowment portfolio at Carnegie Corporation, is now a senior partner and will oversee research, asset allocation, and manager selection at Beatrice.

Peter Lupoff has also become a senior partner at Beatrice. He was a portfolio manager at Marty Whitman’s Third Avenue Management and Izzy Englander’s Millennium Management, started his own investment firm, and served as the CIO of a $12 billion investment consultant before forming his family office (which is largely folding into Beatrice). 

They will work closely with Meredith Bowen, Beatrice's president and CIO, and use their experience as institutional allocators to build and manage family portfolios.

The growing leadership ranks will enable the new multifamily office to fill in service gaps that Lewis experienced as a client of other firms and build “the best of what the endowments and foundations do, in terms of their very sophisticated, robust approach,” Burton told Modus. 

Many wealth managers say this, but what exactly does that mean?

With Beatrice’s open architecture platform, everything is on the table, whether that is ETFs, private funds by asset managers big and small, and more. Of course, a lot of wealth managers have the same optionality. But many begin with a set of model portfolios that are too limiting for a family office. Beatrice says its commitment to building a portfolio for each client, its talent and its breadth of investment options will differentiate it.

There have also never been as many choices for investors heavily allocated to alternative investments. Asset managers are increasingly creating more strategies and funds for retail investors (they estimate that 13% of their assets under management come from the retail channel, but they expect it to climb to 23% in the next three years). Those products could also prove helpful to family offices, too.

“In many cases, we won't use a lot of [the funds]. But we like seeing them out there because our solutions are so customized; there might be situations where it makes sense for a particular client,” Burton said. For example, he pointed to private credit interval funds and traditional closed-end funds. From the growing pool of private credit interval funds, there are likely more opportunities to invest in the asset class for clients who want better liquidity.

Beatrice believes other family offices will want to fold some or all of their operations into it, as Lupoff has.

“We see people who may have a single-family office, have done it for a certain period of time and have seen the pros and the cons, and will want to move to a multifamily office, absolutely,” Lewis said.

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