> ## Documentation Index
> Fetch the complete documentation index at: https://docs.bordier.com/llms.txt
> Use this file to discover all available pages before exploring further.

# The global picture

> Migration, the acceleration of Asia-Pacific wealth, and a compressing decision window.

The next great wealth transfer is not evenly distributed. Asia-Pacific will see USD 5.8 trillion in intergenerational transfers between 2023 and 2030 (McKinsey, 2024), with 60 per cent originating from ultra-high-net-worth families. Single-family offices in Hong Kong and Singapore, the primary vehicles for APAC wealth stewardship, have quadrupled since 2020 to approximately 4,000 (McKinsey, 2024). Simultaneously, wealth migration has reached unprecedented scale: 142,000 high-net-worth individuals are projected to relocate in 2025, with a 183 per cent surge in applications from United Kingdom nationals for alternative residence and citizenship programmes in early 2025 (Henley & Partners Private Wealth Migration Report, 2025). These parallel currents, regional wealth concentration and geographic mobility, have collapsed the traditional wealth-transfer timeline into a single, high-stakes decision window.

The migration-transfer intersection. Historically, wealth transfer and relocation were separate decisions, years or decades apart. Today, they often converge. A founder in Silicon Valley, Singapore or Shanghai who faces both a business exit event and personal tax or regulatory uncertainty may simultaneously decide where to retire, where the wealth will be custodied, and who among the next generation will manage it. This intersection creates novel governance and preparation challenges. A family that moves across tax jurisdictions, relocates between regulatory environments, or disperses members across multiple continents must establish governance frameworks that are both flexible (adapting to new jurisdictions) and durable (surviving the administrative and emotional complexity of migration). The family council that meets quarterly in Geneva is harder to sustain if adult children are in Mumbai, Dubai and New York.

Bordier's footprint as a migration moat. Bordier operates in six jurisdictions and maintains twelve offices across Switzerland, France, United Kingdom, Singapore, Uruguay and Turks & Caicos. This geographic dispersion is not a convenience; it is a structural response to the migration-transfer nexus. A family that relocates from Europe to Singapore, from the United States to Uruguay, or that disperses across multiple jurisdictions retains a consistent steward and governance infrastructure if anchored to a bank present in each location. Continuity of counsel becomes literally continuous: the same institution, the same understanding of the family's values and structures, available in the new geography. Competitors with single-centre or regional models face a critical handoff moment: a migrating family must typically move to a new bank, starting relationship history from zero. The knowledge loss is material; the transition risk is acute.

APAC as the fastest-growing test ground for the Continuity Compact. Hong Kong and Singapore single-family offices, now numbering in the thousands, are experimenting with governance frameworks more deliberately than legacy wealth centres. These are often first-generation or second-generation wealth (founder exits, inheritance-ready families), operating in high-tax-awareness, highly-regulated, multi-jurisdictional environments. The Continuity Compact's principles (formalised governance, deliberate communication, heir preparation, durable stewardship structures) directly address the governance complexity that APAC families face. A family navigating Singapore tax law, Hong Kong regulatory requirements, and potential dispersal across multiple continents cannot rely on informal governance. They need written protocols, clear decision rights, and a steward who understands all three jurisdictions. Families that embed these principles early in the relocation and transfer process report smoother transitions, lower family conflict, and more confidence in the next generation's readiness.


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