You are the principal, leader or senior staff of an ultra wealthy family wishing to establish a Single Family Office (SFO) or evolve your existing "embedded SFO" ( ie one within your operating company). Our team of leaders and trusted advisors have led and worked for decades with Single Family Offices and in major Banks and Management Consultancy. Our team can work with you and your team to set up or enhance your existing SFO, supporting your in house team and formalizing outsourced solutions so that your SFO has a sustainable and cost effective SFO operating model. Incorporated in Hong Kong as a management consultancy, North Pacific provides trusted, no-conflict, practical solutions. With our team's international credentials we bring you access to best practices from Europe, Canada, the US and Asia in time-tested approaches to SFO management. We embody the highest ethical principles, information security awareness, risk management and professionalism.
A Trusted Team
A Trusted Team
From decades of experience working with SFOs across both “old money” and “new money” ultra wealthy families, Iggy is adept at strategizing and pioneering a full range of new solutions while keeping risk management paramount. Close to clients throughout his four decades in banking, he now brings his inside knowledge of the financial industry plus his leadership and management savvy to benefit SFO clients. As Principal Consultant, he will be Project Lead for client assignments, bringing in team expertise as required.
Ignatius KK ( Iggy) Chong
Founder & Principal Consultant
As a professor of corporate governance and strategy, a highly sought-after consultant to MNCs and institutions and a successful coach to global families and senior executives, Gregg provides expert advice to help SFOs achieve their objectives. He has a unique combination of experience in founding new organizations and ventures, hands-on experience with start ups and is highly respected as conference speaker, author, educator and leader.
Prof Gregg Li
Senior Advisor
Vivien has had a long and successful career leading Private Wealth Management teams, focused on the ultra wealthy. She now leverages her experience with Asian entrepreneurs to advise start ups through their fund raising and establishment and also facilitation of extraordiary exits. Her ultimate aim is to help them give back via successful philanthropy to provide measurable impact on the underprivileged community. She puts this in practice as chair of “ Pathfinders”, a local NGO which supports vulnerable children born to migrant mothers in Hong Kong.
Vivien Webb
Advisor
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Andrew Sum
Consultant
Beyond his successful career in private banking as a practitioner and market head across geographies, Andrew is a respected leader in community work and sports. Andrew also shows his interdisciplinary agility as an investor and operator within a growing renewable energy enterprise. He brings a unique perspective which speaks to innovation and to next generation interests, helping families navigate the intricacies of venture investing and giving back to the community.
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Ignatius KK ( Iggy) Chong
Founder & Principal Consultant
From decades of experience working with SFOs across both “old money” and “new money” ultra wealthy families, Iggy is adept at strategizing and pioneering a full range of new solutions while keeping risk management paramount. Close to clients throughout his four decades in banking, he now brings his inside knowledge of the financial industry plus his leadership and management savvy to benefit SFO clients. As Principal Consultant, he will be Project Lead for client assignments, bringing in team expertise as required.
Prof Gregg Li
Senior Advisor
As a professor of corporate governance and strategy, a highly sought-after consultant to MNCs and institutions and a successful coach to global families and senior executives, Gregg provides expert advice to help SFOs achieve their objectives. He has a unique combination of experience in founding new organizations and ventures, hands-on experience with start ups and is highly respected as conference speaker, author, educator and leader.
Vivien Webb
Advisor
Vivien has had a long and successful career leading Private Wealth Management teams, focused on the ultra wealthy. She now leverages her experience with Asian entrepreneurs to advise start ups through their fund raising and establishment and also facilitation of extraordiary exits. Her ultimate aim is to help them give back via successful philanthropy to provide measurable impact on the underprivileged community. She puts this in practice as chair of “ Pathfinders”, a local NGO which supports vulnerable children born to migrant mothers in Hong Kong.
Andrew Sum
Consultant
Beyond his successful career in private banking as practitioner and market head, Andrew is a respected leader in community work and sports. Andrew also shows his interdisciplinary agility as an investor and operator within a growing renewable energy enterprise. He brings a unique perspective which speaks to innovation and to rising generation interests, helping families navigate venture investing and giving back to the community.
Our Solutions
Establishing and evolving strategies and priorities
Establishing or evolving your Single Family Office (SFO) starts first with establishing common purpose and careful planning. We help you prioritize conflicting objectives and select an operating model for your SFO that best suits those objectives. We will provide such consultancy solutions on a project basis with agreed scope, outcomes and cost budget, working with your existing team where applicable.
An example : The first generation of a UHNW family started an embedded SFO as an investment and administrative office, with corporate and personal entities mixed within the same trust structure. The second generation is now taking over and see the need to redefine priorities for the family wealth separate from the objectives of the operating company. They will need help to disentangle structures, broaden the purpose of the SFO and because they wish to retain the existing loyal SFO team, decide how to build a virtual team of external specialists who can help on an ad hoc basis or re-train their existing team.
Coordinating and monitoring financial service providers
When you work with different private bankers, investment bankers, traditional and alternative asset managers, trustees and other financial service providers, you may face an unstructured mix of specialists focused in their own professional silos. While there are benefits from diversifying across providers, the potential downside consequences from such siloed arrangements include overlooked risks and duplicated or unexpected costs, just to name a few. With our team's expertise, unique prior experience and objectivity, we can help you maximize the benefits while mitigating the downside consequences. We help on a one-time assessment basis, through periodic reviews or by training your existing SFO staff.
An example: The third generation is taking over the reins of an embedded SFO which has ended up dealing with a dozen financial institutions, often for unclear reasons. The capabilities of some of the financial institutions are still relevant but the third generation needs help to reassess and optimize the arrangements with each financial service provider.
Managing complexity across borders, time and functions
It is increasingly challenging to run your SFO on a tight budget as changing macro forces, tech trends and new risks bring complexity and uncertainty. You may wish to either do a pre-emptive assessment of potential impact of all such changes on your SFO or may need to react to a "trigger event". Either way, our team has the experience to coordinate or oversee the work of your internal and external network of specialists to face these challenges.
An example : a second generation UHNW family finds their original trust and corporate entity structure was set up by the first generation with a heavy emphasis on corporate objectives and little overseas diversification. The family now wish to shift the emphasis to family objectives and believe they need to selectively diversify across borders and rebalance their regional allocation. They will need help to manage and coordinate the process, dealing with onshore offshore and regional specialists they are unfamiliar with, without hiring new internal SFO staff.
Addressing Next Generation Priorities
As important as the legal tools used in succession planning are, it is through engaging the next generation and addressing human priorities that determine if those tools work in the end. Aside from succession planning, next generation interests in different businesses or venture capital or digital assets mean the SFO model of the past has to evolve. Our team has a unique combination of perspectives that can help with tailored education, guidance and mentoring across different age groups. We can run customized workshops to help next generation find their role in the business, the SFO or new ventures or further afield.
An example : In this typical UHNW family, there are a large number of young third generation siblings and cousins who have vastly different talents and interests. The second generation have wisely decided they need to prioritize harmony in the third generation to preserve the legacy of the first generation founder and mitigate the risks of painful family disputes. They will need help to organize family retreats and educational workshops and ensure their SFO plays an impactful ongoing role in this priority of family harmony.
Implementing Philanthropy
There is a positive trend towards interest in purposeful long-lasting philanthropy but either inertia, concern about impact or simply not knowing where to start means many Ultra Wealthy families have not yet taken action. With the philanthropic mindset and experience in our team, we can help you strategize and implement your philanthropy either on an ad hoc project or periodic basis. Within our trusted circle we are able to organize round tables for families to learn from each other.
An example : Both second and third generation in this family have found that philanthropy is a common interest and they have been generous in charitable "cheque-writing". However, they want to build a sustainable and more engaging practice where some of the third generation are involved in the causes in a productive way and impact is measured. They find that while other ultra wealthy families are secretive about certain aspects of their SFOs, they are willing to share best practices in philanthropy for the greater good, which has the added benefit that the third generation is building a purposeful values-based network.
Customised Solutions
Discuss your Single Family Office needs in confidence with us.
Events
Exclusive Forum on Single Family Office Best Practices
UPDATE 11th OCTOBER : WE ARE NOW FULLY BOOKED. THANK YOU ALL WHO REGISTERED.
Special Thanks to our Sponsors : Blufin Advisory, Principal Asset Management and Nixon Peabody CWL
Principals / Owners of Single Family Offices are invited to this exclusive forum marking the launch of North Pacific Single Family Offices Solutions Ltd, a management consultancy focused on helping Single Family Offices (SFOs) professionalize. Website : www.northpacificsfos.com
2025 Forum on Single Family Office Best Practices
Date: Thursday, 16 October 2025
Time: 8:30 AM - 2:30 PM
(includes breakfast and lunch)
Location: HK Bankers Club, 3/F Nexxus Building, 41 Connaught Road Central, Hong Kong
Why attend:
At a time of accelerated change and disruption, ultra-wealthy families face unique complexities and
opportunities best addressed by impartial professionals dedicated to their needs. An SFO — whether
outsourced/part-time or in house/full-time—can be an effective solution.
Join us to learn from experts about best practices and what truly works.
Who should attend :
Principals wanting to know if an SFO is a solution for them. Principals and SFO executives wishing to adapt
their existing SFO to today’s latest challenges and opportunities.
Admission:
HK$3,200 for in person attendance including breakfast, lunch and networking or live Zoom attendance.
Either way, password access to full post event video of the sessions
UPDATE 13th October : Full House admission covered by our sponsors !
Featured Speakers/Moderators:
• Tom McCullough, Chairman & CEO, Northwood Family Office, discussing the latest best practices in North America (via Zoom from Toronto).
• Prof Gregg Li, Senior Advisor at North Pacific, renowned corporate
governance leader,
honorary advisor at CUHK and respected consultant on his experience with
major Asian family and MNCs.
• Trevor Yang, former CEO of a major Europe-Asia Single Family Office,
now running his own
SFO, sharing insights on effective strategies for Single Family Offices.
• Vivien Webb, Advisor at North Pacific, former wealth management leader,
will moderate and share experience advising Asia’s ultra wealthy in dealing with startups through to exits
and philanthropy.
• Andy Ann, Founder & Chairman of NDN Group, addressing entrepreneurship
for the rising generation.
• Philip Saran, Principal Asset Management, discussing investment best practices from
endowments and Single Family Offices
• David Hoantee Peng, President of BluFin Advisory, a veteran in the asset management sector
and now a pioneer in the emerging Space economy as moderator
• Simon Lee, former Managing Director at QRAFT Technologies on quantitative and AI solutions to SFO needs
• Joe Qiao, CIO at Global Tec Capital, a Taiwan based SFO, on alternative investments
• Ignatius KK (Iggy) Chong, founder & Principal Consultant at North Pacific veteran private banking leader, moderating and offering a deep perspective on the wealth industry
• Elsa Pau : Founder & CEO of Blue Onion which is a leading ESG analytic platform championing responsible investing by exposing greenwashing and promoting transparency
• Cheng Hoo, Co-Founder and Senior Partner of Nixon Peabody and Managing Director of Visus Trust a professional company providing services on trust administration
To register or for any questions, please email: info@northpacificsfos.com
North Pacific Single Family Office Solutions Ltd
02-06, 2/F, 8 Queen’s Road East,
Hong Kong
Website: www.northpacificsfos.com
About Single Family Offices ( under construction)
We propose that a Single Family Office be defined as a team that is employed, contracted or mandated and exclusively compensated by the ultra-wealthy family it serves to fulfil their chosen purposes. In financial industry terminology, an SFO is therefore on the “buy side”.
What are SFOs?
1
What Purposes do SFOs serve ?
SFOs help the ultra-wealthy manage family priorities and - at their ultimate - maximize their wealth's impact on society. In regions with centuries-old wealth like Europe and North America, such family priorities are holistic across their financial, business, human and social capital whereas in Asia priorities have centred around financial capital primarily. This is evolving as the Asia wealth landscape matures. In brief priorities can be categorised within : Financial Capital - The SFO oversees banks, investment managers, accountants, lawyers and other professionals
Business Capital - The SFO fulfils the “Owner” role of the operating business
Human Capital - The SFO takes on aspects of “Family” management as delegated by the decision maker ( s)
Social Capital - The SFO helps fulfil the Social Responsibilities of the family
2
Once the first challenge of defining purpose has been dealt with, other major challenges include getting buy-in or consensus from the family across governance, budget and implementation and the continuous fine tuning of SFO operations. Then, people management is at least as complicated as running a business but with the added factor that some of the people may be members of the family. In Asia, families also face external challenges within the "Family Office" ecosystem which is still maturing, talent shortages, ongoing legal, regulatory, tax and risk management matters.
What challenges do these families face internally and externally in achieving their purposes ?
3
This is the ultimate question. Building an SFO is often an evolutionary process. And there are at least three key dimensions in which the SFO should develop over time : purpose, most importantly at the start; relative emphasis between financial, business, social and human capital ; and lastly, staffing, including the aspects like family member staffing and/or external staffing and/or outsourcing. Depending on the degree to which the family has achieved agreement on their purposes, the priority rankings of these purposes and whether decisions will be made by one family member or many, an SFO will evolve from a founder – led model, expanding to either more family member involvement and / or hiring of in-house staff members with options to outsource to external specialists. Many SFOs often start with management of their financial assets as the priority and may also be described as an investment-led family office. Where families have enough “in house” human capital, family members take on roles within an SFO and build up expertise over time. There are no set formulas for a successful and sustainable SFO, but there are enough examples of available best practices and theoretical frameworks from a number of leading universities in Europe, North America and Asia region. By going through a process of reflection of the SFOs purposes, the stages and dimensions of evolution the SFO is at and learning lessons from the best practices elsewhere under professional guidance, an SFO can better fulfil the purposes the principal or family has assigned to it.
How should an ultra wealthy family build and maintain their SFO ?
4
This is the ultimate question. Building an SFO is often an evolutionary process. And there are at least three key dimensions in which the SFO should develop over time : purpose, most importantly at the start; relative emphasis between financial, business, social and human capital ; and lastly, staffing, including the aspects like family member staffing and/or external staffing and/or outsourcing. Depending on the degree to which the family has achieved agreement on their purposes, the priority rankings of these purposes and whether decisions will be made by one family member or many, an SFO will evolve from a founder – led model, expanding to either more family member involvement and / or hiring of in-house staff members with options to outsource to external specialists. Many SFOs often start with management of their financial assets as the priority and may also be described as an investment-led family office. Where families have enough “in house” human capital, family members take on roles within an SFO and build up expertise over time. There are no set formulas for a successful and sustainable SFO, but there are enough examples of available best practices and theoretical frameworks from a number of leading universities in Europe, North America and Asia region. By going through a process of reflection of the SFOs purposes, the stages and dimensions of evolution the SFO is at and learning lessons from the best practices elsewhere under professional guidance, an SFO can better fulfil the purposes the principal or family has assigned to it.
How should an ultra wealthy family build and maintain their SFO ?
4
TBC
TBC
5
Let us first set distinguish the definition of an SFO from the different criteria in jurisdictions like Hong Kong, Singapore, Dubai and Switzerland for qualifying for various incentives associated with being legally domiciled in these places.
To start with, a simple definition of an Single Family Office is a team that is employed, contracted or mandated and exclusively compensated by the ultra-wealthy family it serves to fulfil their chosen purposes. In financial industry terminology an SFO is on the "Buy Side"
In Asia, most of the mid tier SFOs are :
Founder Led
Investment focused
Embedded
The next evolutionary stage is to move from
Founder Led to Family Consensus
Investment focused to Human and Social Capital and to define the owner role within and family business
Embedded to set up as separate business unit
What are SFOs?
1
What Purposes do SFOs serve ?
SFOs help the ultra-wealthy manage family priorities. In regions with centuries-old wealth like Europe and North America, such family priorities span across financial, business, human and social capital whereas in Asia priorities have centered around financial capital primarily. This is evolving as the Asia wealth landscape matures
2
Once the first challenge of defining purpose and priorities have been dealt with, other major challenges include getting buy-in or consensus from the family across governance and budgeting and the implementation and the continuous fine tuning of SFO operations. People management is at least as complicated as running a business but with the added factor that some of the people may be members of the family. In Asia, families also face external challenges within the "Family Office" ecosystem which is still maturing : talent shortages, ongoing legal, regulatory, tax and risk management matters abound.
What challenges do these families face internally and externally in achieving their purposes ?
3
Building an SFO is often an evolutionary process. And there are at least three key dimensions in which the SFO should develop over time : purpose; relative emphasis among financial, business, social and human capital ; and staffing, including aspects like family member staffing and/or external staffing and/or outsourcing. Depending on the degree to which the family has achieved agreement on their purposes, the priority rankings of these purposes and whether decisions will be made by one family member or many, an SFO will evolve from a founder – led model, expanding to either more family member involvement and / or hiring of in-house staff members with options to outsource to external specialists. Many SFOs often start with management of their financial assets as the priority and may also be described as an investment-led family office. Where families have enough “in house” human capital, family members take on roles within an SFO and build up expertise over time. There are no set formulas for a successful and sustainable SFO, but there are enough examples of available best practices and theoretical frameworks from a number of leading universities in Europe, North America and Asia region. By going through a process of reflection of the SFOs purposes, the stages and dimensions of evolution the SFO is at and learning lessons from the best practices elsewhere under professional guidance, an SFO can better fulfil the purposes the principal or family has assigned to it.
How should an ultra wealthy family build and maintain their SFO ?
4
More to follow in September 2025
5
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We propose that a Single Family Office be defined as a team that is employed, contracted or mandated and exclusively compensated by the ultra-wealthy family it serves to fulfil their chosen purposes. In financial industry terminology, an SFO is therefore on the “buy side”.
What are SFOs?
1
Once the first challenge of defining purpose has been dealt with, other major challenges include getting buy-in or consensus from the family across governance, budget and implementation and the continuous fine tuning of SFO operations. Then, people management is at least as complicated as running a business but with the added factor that some of the people may be members of the family. In Asia, families also face external challenges within the "Family Office" ecosystem which is still maturing, talent shortages, ongoing legal, regulatory, tax and risk management matters.
What challenges do these families face internally and externally in achieving their purposes ?
3
TBC
TBC
5
What Purposes do SFOs serve ?
SFOs help the ultra-wealthy manage family priorities and - at their ultimate - maximize their wealth's impact on society. In regions with centuries-old wealth like Europe and North America, such family priorities are holistic across their financial, business, human and social capital whereas in Asia priorities have centred around financial capital primarily. This is evolving as the Asia wealth landscape matures. In brief priorities can be categorised within : Financial Capital - The SFO oversees banks, investment managers, accountants, lawyers and other professionals
Business Capital - The SFO fulfils the “Owner” role of the operating business
Human Capital - The SFO takes on aspects of “Family” management as delegated by the decision maker ( s)
Social Capital - The SFO helps fulfil the Social Responsibilities of the family
2
This is the ultimate question. Building an SFO is often an evolutionary process. And there are at least three key dimensions in which the SFO should develop over time : purpose, most importantly at the start; relative emphasis between financial, business, social and human capital ; and lastly, staffing, including the aspects like family member staffing and/or external staffing and/or outsourcing. Depending on the degree to which the family has achieved agreement on their purposes, the priority rankings of these purposes and whether decisions will be made by one family member or many, an SFO will evolve from a founder – led model, expanding to either more family member involvement and / or hiring of in-house staff members with options to outsource to external specialists. Many SFOs often start with management of their financial assets as the priority and may also be described as an investment-led family office. Where families have enough “in house” human capital, family members take on roles within an SFO and build up expertise over time. There are no set formulas for a successful and sustainable SFO, but there are enough examples of available best practices and theoretical frameworks from a number of leading universities in Europe, North America and Asia region. By going through a process of reflection of the SFOs purposes, the stages and dimensions of evolution the SFO is at and learning lessons from the best practices elsewhere under professional guidance, an SFO can better fulfil the purposes the principal or family has assigned to it.
How should an ultra wealthy family build and maintain their SFO ?
4
We propose that a Single Family Office be defined as a team that is employed, contracted or mandated and exclusively compensated by the ultra-wealthy family it serves to fulfil their chosen purposes. In financial industry terminology, an SFO is therefore on the “buy side”.
What are SFOs?
1
Achieving their purposes require overcoming internal issues such as scattered priorities, family disputes, control problems and administrative matters among others. Asian families also encounter external challenges within a developing ecosystem with varied “sell-side” service providers and differing definitions of 'family office'.
What challenges do these families face internally and externally in achieving their purposes ?
3
What Purposes do SFOs serve ?
SFOs help the ultra-wealthy manage family priorities and - at their ultimate - maximize their wealth's impact on society. In regions with centuries-old wealth like Europe and North America, such family priorities are holistic across their financial, business, human and social capital whereas in Asia priorities have centred around financial capital primarily. This is evolving as the Asia wealth landscape matures. In brief priorities can be categorised within : Financial Capital - The SFO oversees banks, investment managers, accountants, lawyers and other professionals
Business Capital - The SFO fulfils the “Owner” role of the operating business
Human Capital - The SFO takes on aspects of “Family” management as delegated by the decision maker ( s)
Social Capital - The SFO helps fulfil the Social Responsibilities of the family
2
Building an SFO is often an evolutionary process. Depending on the degree to which the family has achieved agreement on their purposes, the priority rankings of these purposes and whether decisions will be made by one family member or many, an SFO will evolve from a founder – led model, expanding to either more family member involvement and / or hiring of in-house staff members with options to outsource to external specialists. Many SFOs often start with management of their financial assets as the priority and may best be described as an Investment led family office. Where families have enough “in house” human capital, family members take on roles within an SFO and build up expertise over time. There are no set formulas for a successful and sustainable SFO, but there are enough examples of available best practices and theoretical frameworks from a number of leading universities in Europe, North America and Asia region.
How should an ultra wealthy family build and maintain their SFO ?
4
What are SFOs ?
We propose that a Single Family Office be defined as a team that is employed, contracted or mandated and exclusively compensated by the ultra-wealthy family it serves to fulfil their chosen purposes. In financial industry terminology, an SFO is therefore on the “buy side”.
What Purposes do SFOs serve ?
SFOs help the ultra-wealthy manage family priorities and - at their ultimate - maximize their wealth's impact on society. In regions with centuries-old wealth like Europe and North America, such family priorities are holistic across their financial, business, human and social capital whereas in Asia priorities have centred around financial capital primarily. This is evolving as the Asia wealth landscape matures. In brief priorities can be categorised within :
Financial Capital - The SFO oversees banks, investment managers, accountants, lawyers and other professionals
Business Capital - The SFO fulfils the “Owner” role of the operating business
Human Capital - The SFO takes on aspects of “Family” management as delegated by the decision maker ( s)
Social Capital - The SFO helps fulfil the Social Responsibilities of the family
What challenges do these families face internally and externally in achieving their purposes ?
Achieving their purposes require overcoming internal issues such as scattered priorities, family disputes, control problems and administrative matters among others. Asian families also encounter external challenges within a developing ecosystem with varied “sell-side” service providers and differing definitions of 'family office'.
How should an ultra wealthy family build and maintain their SFO ?
Building an SFO is often an evolutionary process. Depending on the degree to which the family has achieved agreement on their purposes, the priority rankings of these purposes and whether decisions will be made by one family member or many, an SFO will evolve from a founder – led model, expanding to either more family member involvement and / or hiring of in-house staff members with options to outsource to external specialists. Many SFOs often start with management of their financial assets as the priority and may best be described as an Investment led family office. Where families have enough “in house” human capital, family members take on roles within an SFO and build up expertise over time. There are no set formulas for a successful and sustainable SFO, but there are enough examples of available best practices and theoretical frameworks from a number of leading universities in Europe, North America and Asia region.
We do not provide tax, legal or investment advice and only provide management consulting
Please refer to our client agreement for terms of service and to our customized engagement letter for scope of work and fees to be agree with you
We do not collect personal data ( policy)
Please refer to terms in our client agreement
Please refer to our client agreement for scope , engagement and fee agreements
We will only use messaging apps
(whatsapp, we chat to transmit publicly information available. We do not take responsibility for any financial losses.
Privacy Statement
This Privacy Statement sets out how we collect, use, manage and protect the personal data or information (“Data”) that we may collect from or about you. It applies to all individuals whose Data may be handled, whether as controller or processor, by North Pacific Single Family Solutions Limited.
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k. to comply with applicable laws in or outside Hong Kong as may be required by applicable government authorities, courts, law enforcement, or regulatory or investigation bodies, in relation to the supply of Services to you, including to assist in the prevention, detection of crime or possible criminal activities.
Transfer of Data
We have a legitimate interest in properly administering our Services. In addition, our use of your data may be necessary for the performance of the Services that you have requested. In order to do so, we may, to the extent permissible under applicable laws and regulations, disclose your Data to other third party organizations or parties (which may be within or outside of Hong Kong) (collectively, “Organizations”). Your Data is disclosed to these Organizations for the strict purpose of enabling us to supply our Services to you.
Retention of Your Data
We will retain your Data in accordance with our internal policies. Our policies are in compliance with regulatory requirements in Hong Kong where applicable, and cover the following principles:
a. Data will only be retained for as long as is necessary to fulfil the original or directly related purposes for which it was collected, unless the Data is also retained to satisfy any applicable legal, regulatory or contractual obligations; and
b. Data are purged from our electronic, manual and other filing systems based on the above criteria and our internal procedures.
Your Right to Access and Correct Data
We take all reasonable precautions to ensure that the Data we collect, use and disclose is accurate, complete and up-to-date. However, the accuracy of that Data depends to a large extent on the Data you provide. You have a right to request access to, and correction of, your Data and we recommend that you:
a. let us know if there are any errors in your Data; and
b. keep us up-to-date with changes to your Data.
If you wish to access or amend any of your Data we hold, you may contact us at info@northpacificsfos.com
Terms of Use
By accessing and using this website (the “Site”), you agree to be bound by the following terms and conditions. If you do not agree with any part of these Terms, please do not use the Site.
1. Use of Content
The content on this Site is provided for general information purposes only and does not constitute professional advice. While we strive to ensure the information is accurate and up to date, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability of the content.
2. No Warranty
All content and services on this Site are provided “as is” and “as available” without any warranties of any kind. We expressly disclaim all warranties, whether express or implied, including but not limited to warranties of merchantability, fitness for a particular purpose, non-infringement, and accuracy.
3. Limitation of Liability
To the fullest extent permitted by law, we shall not be liable for any loss or damage of any kind, whether direct, indirect, incidental, consequential, or otherwise, arising out of or in connection with your use of or reliance on the Site or its content. This includes, without limitation, any loss of data, income, or profit, or any claim by third parties.
4. Third-Party Links
This Site may contain links to third-party websites. These links are provided for your convenience only. We do not endorse or assume any responsibility for the content or practices of any third-party sites.
5. Copyright
Unless otherwise stated, all content on this Site, including text, graphics, logos, images, and software, is the property of North Pacific Single Family Office Solutions Limited and is protected by copyright laws. You may not reproduce, distribute, modify, transmit, reuse, or use the content for commercial purposes without our prior written permission.
6. Modifications
We reserve the right to modify these Terms at any time without prior notice. Your continued use of the Site after any changes constitutes your acceptance of the new Terms.
7. Governing Law
These Terms shall be governed by and construed in accordance with the laws of the Hong Kong Special Administrative Region. Any disputes arising from or relating to these Terms or your use of the Site shall be subject to the exclusive jurisdiction of the Hong Kong courts.
The explanations and information provided on this page are only general and high-level explanations and information on how to write your own document of Terms & Conditions. You should not rely on this article as legal advice or as recommendations regarding what you should actually do, because we cannot know in advance what are the specific terms you wish to establish between your business and your customers and visitors. We recommend that you seek legal advice to help you understand and to assist you in the creation of your own Terms & Conditions.
Terms & Conditions
A Legal Disclaimer
Having said that, Terms and Conditions (“T&C”) are a set of legally binding terms defined by you, as the owner of this website. The T&C set forth the legal boundaries governing the activities of the website visitors, or your customers, while they visit or engage with this website. The T&C are meant to establish the legal relationship between the site visitors and you as the website owner.
T&C should be defined according to the specific needs and nature of each website. For example, a website offering products to customers in e-commerce transactions requires T&C that are different from the T&C of a website only providing information (like a blog, a landing page, and so on).
T&C provide you as the website owner the ability to protect yourself from potential legal exposure, but this may differ from jurisdiction to jurisdiction, so make sure to receive local legal advice if you are trying to protect yourself from legal exposure.
Terms & Conditions - The Basics
Generally speaking, T&C often address these types of issues: Who is allowed to use the website; the possible payment methods; a declaration that the website owner may change his or her offering in the future; the types of warranties the website owner gives his or her customers; a reference to issues of intellectual property or copyrights, where relevant; the website owner’s right to suspend or cancel a member’s account; and much, much more.
To learn more about this, check out our article “Creating a Terms and Conditions Policy”.
What to Include in the T&C Documents
The explanations and information provided on this page are only general and high-level explanations and information on how to write your own document of a Privacy Policy. You should not rely on this article as legal advice or as recommendations regarding what you should actually do, because we cannot know in advance what are the specific privacy policies you wish to establish between your business and your customers and visitors. We recommend that you seek legal advice to help you understand and to assist you in the creation of your own Privacy Policy.
Privacy Policy
A Legal Disclaimer
Having said that, a privacy policy is a statement that discloses some or all of the ways a website collects, uses, discloses, processes, and manages the data of its visitors and customers. It usually also includes a statement regarding the website’s commitment to protecting its visitors’ or customers’ privacy, and an explanation about the different mechanisms the website is implementing in order to protect privacy.
Different jurisdictions have different legal obligations of what must be included in a Privacy Policy. You are responsible to make sure you are following the relevant legislation to your activities and location.
Privacy Policy - The Basics
Generally speaking, a Privacy Policy often addresses these types of issues: the types of information the website is collecting and the manner in which it collects the data; an explanation about why is the website collecting these types of information; what are the website’s practices on sharing the information with third parties; ways in which your visitors an customers can exercise their rights according to the relevant privacy legislation; the specific practices regarding minors’ data collection; and much much more.
To learn more about this, check out our article “Creating a Privacy Policy”.
What to Include in the Privacy Policy
Terms & Conditions
A Legal Disclaimer
The explanations and information provided on this page are only general and high-level explanations and information on how to write your own document of Terms & Conditions. You should not rely on this article as legal advice or as recommendations regarding what you should actually do, because we cannot know in advance what are the specific terms you wish to establish between your business and your customers and visitors. We recommend that you seek legal advice to help you understand and to assist you in the creation of your own Terms & Conditions.
Terms & Conditions - The Basics
Having said that, Terms and Conditions (“T&C”) are a set of legally binding terms defined by you, as the owner of this website. The T&C set forth the legal boundaries governing the activities of the website visitors, or your customers, while they visit or engage with this website. The T&C are meant to establish the legal relationship between the site visitors and you as the website owner.
T&C should be defined according to the specific needs and nature of each website. For example, a website offering products to customers in e-commerce transactions requires T&C that are different from the T&C of a website only providing information (like a blog, a landing page, and so on).
T&C provide you as the website owner the ability to protect yourself from potential legal exposure, but this may differ from jurisdiction to jurisdiction, so make sure to receive local legal advice if you are trying to protect yourself from legal exposure.
What to Include in the T&C Document
Generally speaking, T&C often address these types of issues: Who is allowed to use the website; the possible payment methods; a declaration that the website owner may change his or her offering in the future; the types of warranties the website owner gives his or her customers; a reference to issues of intellectual property or copyrights, where relevant; the website owner’s right to suspend or cancel a member’s account; and much, much more.
To learn more about this, check out our article “Creating a Terms and Conditions Policy”.