At the start of 2026, many executives, entrepreneurs and families share a similar feeling with us:

“I’m not overly scared, but I sense that the world has become more fragile. And I want to be sure that my wealth is built to last.”

This feeling is not abstract.
In recent years, we have seen:

• equity markets fall by 20–30%… then recover at breathtaking speed… and sometimes fall again,
• currencies fluctuate by 10–25% against the dollar or the euro,
• interest rates move from 0% to over 5%,
• business valuations divided by two, then multiplied by three.

Uncertainty is no longer an episode. It increasingly feels like a new state of the world.

Faced with this, two reactions tend to dominate:

• inaction (“let’s wait until things calm down”),
• agitation (“we must absolutely do something”).

Neither is satisfactory.

Uncertainty is not a reason to stop. It is a reason to structure

When the environment is stable, many weaknesses remain invisible:

• too many assets concentrated in a single currency,
• 60–80% of wealth locked into local real estate,
• excessive dependence on a single-family business,
• insufficient liquidity to absorb a shock or seize an opportunity,
• legal structures that have not been revisited for 15 or 20 years.

But when the world becomes more unstable, these fragilities turn into sources of stress, sometimes conflict, and often poor decisions made under pressure.

The real question is therefore not: “What is the best investment in 2026?”

But rather: “Is my wealth organised to withstand shocks, adapt, and be passed on,  or only to perform when everything goes well?”

From management to design: thinking in terms of “architecture”

We like to compare wealth to a house.

Over the years, one may:

• add rooms (properties, shareholdings, investments),
• change craftsmen (banks, insurers, notaries, brokers),
• stack opportunistic decisions.

And yet, after 10 or 15 years, one may end up with something expensive and impressive… but difficult to live in, difficult to understand, and sometimes fragile.

Wealth architecture is about putting the blueprint back at the centre:

• What are your true objectives over 5, 10, 20 years?
• What portion of your wealth must remain permanently liquid (10%, 20%, 30%)?
• How much volatility are you willing to accept?
• Which concentrations are deliberate, and which are simply endured?
• Who decides what within the family, today and tomorrow?
• What happens concretely if one of the pillars (business, currency, market, key person) disappears?

Only after these do allocation choices, vehicles, instruments and partners follow, in a more coherent manner.

Three risks often underestimated in a more unstable world

1) “Logical” concentration becomes systemic risk

Many estates are naturally concentrated: in a family business, in Mauritian real estate, in a single currency.

This concentration is often rational. But when 50–80% of net worth depends on a single factor, risk is no longer theoretical.

Wealth architecture does not aim to “dilute everything”. It seeks to choose one’s concentrations and surround them with intelligent counterbalances.

2) Liquidity is not a detail, it is freedom

Liquidity is not just a matter of comfort. It is the ability to act without being forced: seize an opportunity, support a loved one, respond to a shock, finance a transition, prepare a transmission.

In many estates we review, less than 5–10% of assets are genuinely mobilisable within 30 days.

In a more unpredictable world, liquidity becomes a form of wealth sovereignty.

3) The absence of governance always ends up being costly

When things are going well, families can function “by intuition”: implicit arrangements, blurred roles, decisions taken by a few, structures never revisited.

But when succession approaches, or during a sale, a divorce, a child moving abroad, or a bereavement… what was implicit becomes a source of tension. And what could be postponed becomes urgent.

Wealth architecture is also about preserving peace: clarifying, organising, documenting, anticipating.

In 2026, the real promise is not prediction. It is clarity

In uncertain times, two reflexes often emerge:

• searching for “the right information” (which changes every week, every day, every hour),
• searching for “the right product” (which never fixes a structural problem).

What brings lasting reassurance is not having an opinion on every event, but having a wealth structure that remains coherent despite events.

That is where true advisory value lies: not in predicting the future, but in building a robust, readable framework, aligned with your objectives and adaptable over time.

What if 2026 were the year to consolidate rather than chase?

The best wealth decision is not always to add something.

Sometimes, it is to:

• bring together what is scattered,
• make clear what is confused,
• reduce “invisible” risks,
• structure governance and transmission,
• rediscover a strategy you understand — and can stand behind.

Let’s open the conversation

At the start of 2026, what concerns you most personally: market volatility, currency exposure, transmission, liquidity, administrative complexity — or simply a lack of visibility?

These conversations are often the starting point for meaningful clarification. Do get in touch with us.

If you feel that talking to us could make a difference in your life, drop us an email now to arrange for a meeting on [email protected].