Türkiye has one of the fastest growing high-net-worth populations globally, and over 6,000 individuals with $10 million or more - including 35 billionaires.

But while it may be a regional power, and increasingly popular superyacht destination, it doesn’t have a highly developed wealth management ecosystem. 

As a second-generation member of a wealthy Turkish family, Özge Dogan discovered this first-hand when she became involved in both the family business and wealth planning.

She quickly realized the long-term perspective wasn’t always a priority when dealing with private banks and big name consultancies.

“Wealth management in emerging markets is often viewed as a transactional task rather than a generational culture,” says Dogan. “Shifting that mindset toward risk management and long-term governance requires significant effort and education, but it is the only way to ensure a legacy outlives its creators.”

More second and third generation-led families are emerging in Türkiye, but the concept of a family office is still in its infancy. 

Finding a generational-focused solution proved difficult, so Dogan started her own in 2021, the Karman Beyond multi-family office. 

With a background in law, her approach to wealth was naturally led through the lens of governance and preservation.

“In trying to understand our goal as a family, I realized that managing family wealth is a multi-dimensional task; it’s about designing a financial future while navigating complex risks and managing family dynamics.” 

She also notes that despite today’s dynamic investment landscape being more complex, this isn’t the primary focus at Karman Beyond.

“The world doesn't need another asset manager; there are already world‑class banks, financial institutions and funds doing that. What families actually lack is a trusted orchestrator. Our team brings together expertise in law, investment banking, and financial markets to act as the family’s advocate.” 

Rather than asset management, Dogan believes Karman Beyond’s role is to ask the tough questions, to monitor performance, and ensure accountability.

Headquartered in Istanbul, with a dedicated team of seven across Istanbul, London, and Dubai, they offer in-demand services like investment planning, risk management, succession planning and estate structuring, as well as relocation and immigration support. 

Growing a business that services wealthy families, Dogan has realized that expertise alone isn't enough. 

“Character matters enormously in this work. Families let you into their most private decisions about succession, conflict, and legacy. You need people who are not just technically excellent but fundamentally trustworthy.”

Chatting with Dogan it’s clear she is set on creating the support structures that families in more established wealth hubs already have access to.

She’s recently launched a new venture, the Generational Wealth Society (GWS), with a mission to empower driven, ambitious, and responsible next gens.

“Being born into a legacy is both a privilege and a profound weight; expectations can often overshadow one's personal identity,” says Dogan. “I created GWS with Nafi Emir Sürmeli who is the 4th generation family member, as a safe space for heirs to grow both intellectually and emotionally.  

The aim is to help them transition from passive inheritors to making an impact, with its origins informed through her own struggles. 

“Earning a seat at the table where my family’s future was being decided was a journey in itself. I had to prove my readiness, demonstrate my competence, and often navigate the friction of conflicting visions within my own father.” 

GWS functions as a private club, offering a community app, financial education initiatives, and hosting workshops, cultural expeditions, and roundtable discussions where members can share experiences in a closed-loop environment. 

“We are developing an educational program that focuses on cognitive and executive function. We also have an integrated news agent in the app that filters global reports and market insights specifically for our demographic.”

Members must either be wealth inheritors or involved in their family business, and aged between 21 and 40. 

“Most are already active in their family businesses or wealth management structures, or are in the process of preparing for those roles through international education and external professional experience. Our members are curious, looking to expand their vision and understanding.” 

GWS also aims to support a more collaborative succession process, and encourage early next-gen engagement.

“One of the biggest hurdles is the gap between responsibility and authority. If we want to stay united as a family, we must cultivate a culture of joint decision-making that leaves room for different opinions.” 

She believes families should provide a controlled environment where next-gen members can pursue their own initiatives. 

“If they aren't given the space to exercise their judgment now, they won't be ready when they eventually have to bear the full weight of the legacy or the entire wealth for the family. It’s about building the 'accountability muscle' before the stakes become absolute.”

Most GWS members are based in Türkiye, but Dogan sees opportunity for the community to expand globally, especially in other emerging markets.

And while she understands her home country can be volatile, she views this as an advantage that keeps her and her peers agile.

“Türkiye is a land of incredible momentum; the growth we’ve seen over the last two decades has bred a generation that is exceptionally ambitious and resilient. Being at the heart of this energy is a massive advantage.”

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