
Jacob Gamble, Principal and Head of Family Office Practice at Cowen Partners Executive Search, was quoted in CIO (Chief Investment Officer), sharing his perspective on how the wave of upcoming mega-IPOs will shape family office formation and growth.
In the article “How Will Upcoming Mega-IPOs Impact Family Office Formation and Growth?,” Jacob examined the liquidity dynamics behind new wealth creation and the practical question many newly wealthy individuals face: whether a full-fledged family office is the right structure at all.
A Backlog of Delayed Liquidity: Jacob pointed to a generation of companies that have stayed private far longer than they would have in the past. “We have a ton of companies out there now over the last 15 years that would have absolutely gone public pre-COVID, with multi-billion-dollar valuations and multiple billions in revenue, that have just been sitting.” For investors in the marquee names, he cautioned, the outsized returns may already be priced in: “At this point, where the marquee names are, you are not going to get a 10x return out of it when they go public.”
Founders Shape the Office: Jacob noted that the type of employees a family office hires generally reflects the style of its founder, an observation that underscores how personal these institutions are.
The $500 Million Threshold: A full family office isn’t the right answer for everyone, largely because of cost. “The cost efficiency is where the issue is,” Jacob explained. “$500 million and above tends to be where you have the apple cart tipping over, where you can get enough value out of the couple million it’s costing you to run the family office a year.” For those with less, he pointed to multi-family offices as a more efficient path: “If you have $100 million, why would you pay 2% a year to run a full-fledged family office when a multi-family office can charge you 80 basis points and still accomplish everything you’re trying to get done?”
Jacob’s commentary offers a valuable perspective for newly liquid individuals weighing how and whether to build a dedicated family office.
CIO (Chief Investment Officer), formerly known as aiCIO, is a leading international finance publication serving chief investment officers and senior investment professionals at the world’s largest asset pools.
Founded in 2009 and published by Asset International (Strategic Insight), CIO delivers news, opinion, and research focused on the investment issues affecting pension, insurance, and sovereign wealth funds, as well as endowments and foundations.
Headquartered in New York City, the publication reaches institutional investors and key decision-makers through its website, the daily CIOAlert newsletter, industry-leading conferences, and thought leadership programming.
CIO is a trusted resource for those navigating institutional investment strategy, asset allocation, and the evolving landscape of global capital.
For more information, visit ai-cio.com.
Their mission is to combine expert journalism with actionable analysis to help families and advisers navigate complex markets, preserve wealth and plan for the future.
Jacob Gamble is a Principal at Cowen Partners Executive Search, a leading executive search firm, where he specializes in identifying and recruiting top talent for C-suite and leadership roles in the financial services industry. With over 20 years of global experience in management consulting, investment banking, investment management, family offices, and corporate strategy, Jacob brings a wealth of expertise to his role.
Jacob rose to the level of Vice President of Fisher Investments, overseeing a $3.3-billion-dollar business line during his 13-year period with the company. He then worked as a Managing Director at Paulson Investment Company, a highly esteemed investment bank focused on the small to mid-cap markets. Jacob then became Paulson’s top executive of their bridge loan hedge fund.
After Mr. Gamble’s successes at Paulson, he moved into the CEO position at a publicly traded, multi-state drug rehabilitation franchise in which he completed a full-scale corporate reorganization, increasing shareholder value by nearly 300% before moving to Chairman of the Board of Directors.
Jacob has in-depth knowledge, contacts, and experience within the financial industries and specializes in the process of licensing, buildouts, and development of vertically integrated operations. Jacob also has experience in acquisitions of small private companies and operational integration of disparate businesses.
Jacob graduated from Oregon State University with a B.S. in General Science and an M.S. in Management from Florida Institute of Technology (with an HRM Concentration). Jacob was an occasional lecturer at the University of Oregon’s Charles H. Lundquist College of Business in portfolio management and environmental, social, and corporate governance (ESG) investing for the Chartered Financial Analyst Society in Portland, Oregon. Jacob has also authored papers on the United States federal debt, corporate debt, and the Social Security Administration.
At Cowen Partners Executive Search, Jacob leverages his decades of comprehensive experience to help organizations secure transformative leadership talent.
Cowen Partners brings institutional-grade executive search capabilities to investment advisors, family offices, and financial services organizations seeking leadership that competes at the highest levels of global finance.
Steward, the dedicated family-office practice of Cowen Partners Executive Search, helps families secure executive leaders who preserve legacy, enhance stewardship, and position the enterprise for long-term success.
Whether the need centers on a disciplined Chief Investment Officer, a forward-looking Chief Financial Officer, or a steady, operationally minded Chief Operating Officer, our senior-partner-driven approach ensures a search defined by discretion, alignment, and strategic clarity.
For multigenerational families, first-generation wealth creators, and newly formalized family offices, we tailor every engagement to your governance structure, investment posture, and family objectives. The result is leadership that strengthens operational resilience while honoring the values that anchor the family’s identity.
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