At Techarena 2025, held on February 20-21 in Stockholm, Simran Kang, CEO & Founder of MyFO, joined a panel discussion on how family offices are evolving in venture investing. The session, “Bridging the Atlantic: A Comparative Look at the European and U.S. Investment Ecosystems for VCs and Family Offices,” explored the growing role of family offices in venture capital and the differences in investment strategies between the two regions.The conference attracted over 12,000 attendees from 125 countries, including 1,500 investors and LPs managing a combined $2 trillion in assets, solidifying its role as one of the largest platforms for global investment discussions (Techarena). Nordic countries are also gaining traction as key venture hubs, with an increasing number of international investors exploring the region’s innovation landscape. The region now attracts nearly 30% of all European climate tech funding, further cementing its reputation as a leader in sustainable innovation (Forbes).

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Simran highlighted how family offices have historically invested in industry verticals they know, for example, a real estate family investing in proptech. However, as more families explore venture capital, many lack the internal infrastructure for startup evaluation, due diligence, and governance. Over time, governance becomes critical. VCs typically build cadence and structure into their portfolio oversight, balancing performance reporting with the space founders need to unlock “founder magic.” Without that framework, family offices can either offer too little support or unintentionally stifle innovation.

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This is where partnerships come in: co-investing with venture firms gives family offices access to stronger deal flow, institutional-grade diligence, and experienced operators, while reducing execution risk.

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A key theme of the discussion was the importance of an investment thesis. Unlike institutional VCs with defined mandates, family offices often operate opportunistically. Without a structured strategy, this can lead to fragmented portfolios and missed opportunities. A focused approach enables families to act decisively on high-quality opportunities while maintaining long-term alignment.

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Angela De Giacomo, founder of Vinthera and author of The Venture Capital Playbook, outlined best practices for venture participation — from balancing direct investments with fund commitments to implementing appropriate governance structures for early-stage assets. As she puts it:

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“Investments in venture capital are sinfully attractive when done well and unmerciful when done amateurly.”

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Beyond financial returns, the panel also emphasized that venture is increasingly one of the most effective ways for families to create impact. Mature companies often lack the agility to address urgent global challenges, while startups, particularly in climate tech, health, and AI, are building the solutions of tomorrow. Investing in these ventures allows families to support innovation that aligns with their values and positions them as leaders in shaping the future.

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Globally, family offices now hold more than $5.5 trillion in private wealth, with $3.1 trillion actively managed, according to Deloitte’s 2024 Family Office Insights Series, which highlights their growing influence. That capital has the power to do more than just preserve legacy; it can build it, but only if deployed with intention.

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Techarena 2025 underscored that the future of family office investing lies in structured venture participation, strong partnerships, and a willingness to shift from passive capital to active engagement in innovation ecosystems.