The security needs of UHNW families continually evolve. 

We recently covered how many wealthy families still ignore cybersecurity for various reasons, one being that it’s difficult to see the return on investment when preventive measures are working.

But the mindset around security shifts fast when a geopolitical crisis escalates into full-blown war, and the world’s supposed “safe havens” suddenly look anything but.

Speaking with industry experts, one thing is clear: when risk becomes visible, security moves from a “nice to have” to an immediate priority.

Providers that are winning amidst this shift don’t consider themselves providers at all, but trusted partners that integrate seamlessly into operations.

They reduce risk by ensuring that security is considered in all key decisions, from cybersecurity and digital hygiene to physical safety, as the family moves about the world.

As a former head of counter terrorism at New Scotland Yard, Richard Walton understands the nature of risks and both the intent and capability of those who seek to harm wealthy families. 

“I have direct experience of tackling organized crime, terrorists, and extremist groups. In other words, I know how criminals, terrorists and extremists think and what they are trying to achieve. I also know the techniques that they use to exploit individuals and families, for instance, through the targeting of mobile devices and cyber attack software.” 

Realizing his experience could make a difference, Walton started BlackCoral to help families and family offices become more proactive across all aspects of security. 

“The world has become more complex and unpredictable in recent times and family offices need to be pre-emptive in building resilience which means getting ahead of tomorrow’s threats.”

Walton also stressed that aided by AI, the line between cyber, psychological and physical security has blurred completely.

“Resilience today has to be continuous, data driven and personal. The family offices that will thrive in the next decade are those who treat security not as a cost, but as part of their governance - part of stewardship.”

He’s built an approach at BlackCoral that ensures they cover all key potential areas of risk.

“Our model focuses on delivering resilience across the five domains of security: Physical & Buildings (CCTV etc.), Personal (digital & close protection), Personnel (insider risks, due diligence), Cyber (including taking non technical measures) and Technical - the high end area of counter eavesdropping measures.”

Digital threats dominate, not least with the risk of younger family members sharing too much on social media. But criminals have also become adept at infiltrating wider family office teams, so due diligence on human resources is equally critical. 

“Annual vetting, behavior profiling and psychological risk assessment aren’t signs of paranoia, they’re signs of maturity.”

Walton emphasized that digital threats are inseparable from the human element.

“In terms of cyber threats, we have a saying: ‘It is not the software that matters but the hands that use it” - in other words, the greatest risk in relation to digital vulnerability is human. If staff don’t understand basic digital security, then it doesn’t matter how sophisticated the software is!”

Charles Dalziel, who established the private client services firm Finrath & Co alongside two fellow former military officers, further echoed this point. 

“Most of what actually works isn’t especially technical, it’s people-originated and can include manipulating social networks aimed at staff or family members, impersonation over email, messaging, or even voice to push through payments or taking advantage of staff vulnerabilities.”

Current events in the Middle East have certainly put a spotlight on UHNW security and the need for being prepared.

“Crisis readiness, response, travel and risk management,” says Dalziel. “Clients want plans in place before they need them and we have seen this play out in real time over the last few weeks.”

He notes that with volatility increasing and safe havens under pressure, decision-making quickly becomes shaped around what matters most. 

“In particular, those elements of a principal’s life that are most personal and least visible: family, home, movement, communication, and trust – relatable sentiments we can all relate to, the difference is that certain families carry increased complexity and challenges.”

“Building in resilience, alleviating strain and stress and incorporating reliable practices is how we see ourselves adding value to families in these unique times.”

Global instability has made things increasingly personal for their clients - they were even asked by one principal for a “doomsday playbook”.

They developed something practical and proportionate, working with the client to map realistic risk scenarios. 

“These include planning for short-term disruption (civil unrest, travel restrictions, cyber incidents) through to more severe but still plausible contingencies, all the way up to a nuclear incident.”

“From there, we built a structured, tiered response plan: detailing clear decision points, pre-agreed logistics, secure lines of communication, and access to relocation options if ever required. We also ensured their residences, staff, and digital footprint were aligned to support that plan, put in place a training framework and other contingencies.”

Dalziel noted that once in place, their client’s anxiety reduced significantly. 

“The value wasn’t in preparing for an extreme black swan event, it was in creating clarity, control, and optionality.”

Dalziel also told us of two misconceptions he still encounters, the first when security is considered something you can buy as a product.  

“In reality, effective security is a system built around behavior, awareness, process, and the intelligent use of technology.”

“Another misconception is that a large, obvious, and visible security presence equals safety. In many cases, the opposite is true, i.e. visibility and attracting attention can create its own risks.”

AI has massively disrupted the security world, from easily sourcing sensitive information to enabling deepfakes and sophisticated data hacks. 

Put together with increased physical risks and global conflicts creating uncertainty while reducing mobility, providing security has become trickier. 

But this is exactly why taking a proactive, holistic approach now is vital. 

Every family office should ensure preventative measures are in place and prioritize security as a standard part of their operations.

Being clued into what the risks look like, ensuring your team are well-informed, and having an experienced partner to help integrate risk management - this can make all the difference.  

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