Family office concierge services are a structured function that coordinates lifestyle and administrative needs for principals and family members. Done well, it is not “random requests” handled by whoever is available. It is a repeatable operating model with clear scope, secure handling of information, and reliable vendor execution.
Concierge work sits at the intersection of urgency, privacy, and trust. Requests can be time sensitive. The information involved can be sensitive. The consequences of mistakes can be high. This guide explains what family office concierge services typically include and how to deliver them in a way that is sustainable for the team.
Key takeaways
- Concierge services work best when they are treated like an operating function, not a favor system. Clear scope, intake, approvals, and closure reduce mistakes and burnout.
- Lifestyle concierge and administrative concierge require different controls. Travel and events need responsiveness, while bill pay and documents need verification, privacy rules, and auditability.
- Vendor management is the core capability. Most concierge outcomes depend on vendor quality, follow-through, and how well the office documents decisions and renewals.
- The safest concierge teams reduce reliance on scattered inboxes and personal spreadsheets. Centralized request tracking and controlled document handling make the service more consistent and easier to hand off.
What are family office concierge services?
Family office concierge services are the coordinated services that help a family run its life and operations smoothly. They usually cover both lifestyle support and administrative coordination. That can include travel planning, household and property oversight, vendor management, bill flow coordination, and secure handling of documents that multiple advisors need.
What concierge is not is “unlimited errands” with no boundaries. It should not be a channel for unmanaged risk, such as approving payments by email or sending passports and tax documents through uncontrolled threads.
A simple rule helps. If the service touches money, identity, safety, or confidential documents, it needs a defined workflow.
The concierge service map: lifestyle vs administrative
Concierge scope becomes clearer when you separate requests into two categories. Many offices serve both, but they should not be run the same way.
Lifestyle concierge
Common lifestyle concierge work includes travel logistics, dining and event planning, relocation coordination, household staffing support, and property readiness.
What makes lifestyle concierge hard operationally is time pressure and last-minute changes. It also involves many vendors and many moving parts. One missed handoff can break the whole experience.
First control to implement: a standard intake template and a single system to track confirmations and changes. If it is not tracked, it will be missed.
Administrative and financial concierge coordination
Administrative concierge work includes vendor coordination, invoice intake and routing, bill pay coordination with accounting, document collection for tax and legal advisors, insurance renewal coordination, and expense support.
What makes administrative concierge hard is that it touches identity, money, and sensitive data. Errors here can become financial loss, compliance issues, or privacy incidents.
First control to implement: clear approval rules and identity verification for any request that changes banking details, payees, or access to sensitive records.
Delivery models: in-house, outsourced, hybrid
There is no universal best model. The right choice depends on request volume, privacy needs, and how complex the family’s footprint is.
In-house concierge
An in-house concierge can work well when request volume is high, privacy expectations are strict, and the family wants a dedicated team that knows preferences deeply.
The tradeoff is key person risk. If one person holds the process in their head, you inherit fragility. In-house models must invest in documentation, backup coverage, and a shared system for work tracking.
Outsourced concierge
Outsourcing makes sense when requests are variable or specialized. It also gives access to broader vendor networks and expertise without building a large team.
The tradeoff is control and alignment. You need clear boundaries, strong confidentiality terms, and a defined escalation path when requests involve sensitive data or large spend.
Hybrid model
Hybrid is the default for many offices and many service providers. One internal coordinator handles intake, triage, approvals, and knowledge of the family. External specialists execute travel, events, security, or niche services.
The key to making hybrid work is a clean handoff process and a single place where requests, documents, and decisions are stored.
The operating model: how a request should flow
A concierge service becomes predictable when every request follows the same steps. Even small offices benefit from this, because it reduces mental load and makes coverage easier.
Intake
Intake should be simple and consistent. The goal is to capture enough context so the team does not chase details later.
Use a fixed intake channel if possible. That can be a shared request inbox, a form, or a request portal. Avoid having requests scattered across text messages, personal emails, and voicemail.
Request intake template (copy and paste it for your needs)
- Requestor name and best contact method
- What is needed, in one sentence
- Dates and timing constraints
- Budget range or spending guardrails
- Preferences and constraints (airline, hotel style, dietary, accessibility)
- Location details and who is traveling or attending
- Privacy level (standard, sensitive, highly sensitive)
- Approval needed (yes or no, and who approves)
- Documents required (passport, IDs, payment method, signed forms)
Triage
Triage means determining what matters most and assigning it to a specific risk category.
A simple triage approach:
- Urgency: urgent, standard, planned
- Risk: low, medium, high
- Complexity: one vendor, multi vendor
- Financial impact: under threshold, over threshold
- Privacy: routine, sensitive, restricted
High-risk requests should trigger extra verification. For example, “pay this invoice to a new account today” is not just urgent. It is high risk.
Execution
Execution is where vendor selection and coordination happen.
- Vendor selected and why
- Price quote and what is included
- Confirmation numbers and key deadlines
- Cancellation terms and who owns them
- Documents shared and how they were shared
- Backup options if something fails
Execution should not rely on memory. It should rely on a system that can be handed off.
Approvals
Approvals keep the service safe and sustainable.
- Spend thresholds
- Any new vendor onboarding
- Any request involving identity documents
- Any request involving changes to payees or bank details
- Any request involving reputational or security sensitivity
Approvals should be documented in the same place as the request, not buried in a thread.
Closure
Closure is how you prevent repeats and rebuilds.
- Final cost and where it was charged
- Receipts or supporting docs that accounting needs
- Notes on what worked and what did not
- Vendor performance and whether to use again
- Any follow-ups, renewals, or future reminders
Closure is also where you reduce key person risk. It turns experience into a reusable process.
Table: request types, owners, risks, and first controls
| Concierge request type | Typical owner | Key risks | First process control |
| Travel planning | Concierge lead or travel specialist | Missed confirmations, sensitive documents, last minute changes | Standard intake template and centralized confirmation tracking |
| Household staffing | Ops manager or household lead | Poor vetting, confidentiality, employment and payroll issues | Vendor onboarding checklist and role clarity for hiring and supervision |
| Property management coordination | Estate manager or ops | Vendor sprawl, inconsistent maintenance records, access control | Vendor list with renewal dates and documented approvals |
| Events and entertainment | Concierge lead | Budget creep, vendor reliability, privacy exposure | Budget guardrails and a single event run sheet with contacts |
| Vendor onboarding | Ops manager | Over-reliance on one vendor, unclear terms, leaks | Minimum vendor due diligence and confidentiality agreement process |
| Bill pay and invoice coordination | Controller plus concierge coordinator | Fraud, wrong payee, missed payments | Dual approval thresholds and payee verification rules |
| Document collection and sharing | Ops and advisors | Data leakage, wrong recipients, version confusion | Secure sharing rules and controlled access repository |
| Emergency requests | On-call coverage | Rushed decisions, poor verification, high-stress errors | Escalation rules and identity verification checklist |
SLAs and service boundaries
If concierge is always “on,” it becomes unsustainable. Boundaries protect both the family and the team.
SLA tiers
You can set simple response standards:
- Urgent: response within 30 to 60 minutes, resolution depends on scope
- Standard: response within one business day
- Planned: response within two to three business days, with a clear timeline
The key is to define response versus resolution. Many requests can be acknowledged quickly, even if execution takes time.
What is in scope vs out of scope
Scope statements prevent drift. Examples of scope boundaries:
In scope: travel planning, vendor coordination, document collection and routing, property readiness coordination, household staffing coordination, bill flow coordination.
Out of scope: giving legal advice, making tax decisions, holding client funds personally, approving payments without documented approval, storing identity documents in personal devices.
Escalation rules
Escalation should be automatic for:
- Large spend above a threshold
- Requests involving identity documents
- New payees or banking changes
- Security-related concerns
- Anything that feels unusual or rushed
Coverage model
If you offer after-hours support, define how.
- Who is on call
- What counts as urgent
- What happens when the on-call person is unavailable
- How handoffs are documented
Vendor management that protects privacy and reduces surprises
Concierge quality is mostly vendor quality. Vendor management is not optional.
Minimum vendor onboarding checklist
Use this for any vendor who touches sensitive info, enters a home, handles travel, or gets paid regularly.
- Confirm legal entity name and insurance where applicable
- Confirm primary contact and backup contact
- Agree on confidentiality expectations and written terms
- Clarify pricing, cancellation terms, and what is included
- Confirm how invoices are sent and who they go to
- Confirm how documents will be shared securely
- Store renewal dates and key contract terms centrally
- Define what “urgent” means and after-hours expectations
- Document approval authority for spending and changes
- Rate vendor performance after first engagement
A vendor onboarding checklist reduces repeat mistakes and prevents reliance on memory.
Avoid single vendor dependency
Even when you love a vendor, have a backup. Vendor unavailability is one of the most common failure points for time-sensitive requests.
Security and privacy controls that concierge teams must follow
Concierge work is a risk surface because it handles personal data and financial coordination.
Secure document handling
Set rules like:
- No identity documents in uncontrolled email threads
- No sensitive attachments sent without secure sharing
- No storing passports, IDs, or banking details on personal devices
- Use access-controlled folders and remove access when vendors change staff
Identity checks for high-risk requests
If a request involves money movement, identity documents, or access changes, require verification. Examples:
- Callback verification to a known number for any new payee
- Confirm request through a second channel for unusual urgency
- Require two person review for high-risk actions
Two-person rule for financial changes
For any new beneficiary, new bank details, or large payment, require two people: one to initiate and one to approve.
This is not bureaucracy. It is protection against fraud and simple mistakes.
Account hygiene
At a minimum:
- Use a password manager
- Enable multi-factor authentication where possible
- Avoid shared logins
- Remove access when roles change
How technology supports concierge execution
The goal of technology is not to replace people. It is to make the work trackable, secure, and easier to hand off.
Look for:
- Request tracking that captures intake, status, and closure
- Central document storage with access controls and clear folder structure
- A way to tie requests to vendors, contracts, and renewal dates
- An approval record for high-risk or high-spend requests
- Reporting that helps answer basic questions quickly, such as what was paid, what is pending, and what belongs to which entity
- Multi-entity organization, so invoices and documents map to the right trust, LLC, or foundation
- A secure way to share documents with family members and advisors
Even a simple system that is used consistently is better than a perfect system that is ignored.
FundCount and concierge workflows
FundCount can support concierge operations by centralizing entity-level financial workflows and reporting, so bill-related activity, documentation, and oversight do not live in scattered inboxes and spreadsheets.
When approvals, supporting documents, and entity reporting are organized in a controlled system, it becomes easier for operations teams and service providers to coordinate work and answer “has this been paid” without rebuilding the story each month.
It also helps when a family’s structure grows. As you add entities, properties, and investment-related expenses, a centralized financial and reporting backbone reduces the risk that concierge work becomes disconnected from accounting and oversight.
90-day implementation plan
You do not need to build everything at once. Start with the basics that reduce errors and make service consistent.
Weeks 1 to 2: define scope and rules
- List request types you will support
- Define intake channels and a standard intake template
- Set approval thresholds and escalation rules
- Define what is in scope and out of scope
- Define after-hours coverage expectations
Weeks 3 to 6: build the workflow
- Implement request tracking (even a lightweight tool)
- Create a vendor onboarding checklist and store vendor info centrally
- Set secure document rules and a shared repository
- Create a simple closure checklist for receipts and notes
- Train the team on the same workflow
Weeks 7 to 12: mature and measure
- Set SLAs and response tiers
- Define KPIs such as response time, completion time, and repeat requests
- Establish a backup coverage model
- Run a quarterly vendor review and access review
- Capture improvements based on what actually went wrong
Common pitfalls
Everything depends on one assistant
This is the fastest way to create fragility. Solve it with shared tracking, shared documentation, and a backup coverage plan.
Requests arrive in too many channels
When requests come through text, email, and calls, things get lost. Pick one intake path and train everyone to use it.
Vendor decisions are undocumented
Undocumented vendor choices become repeated mistakes. Store vendor performance notes and renewal dates.
Payment-related tasks have no dual control
If a single person can change payees and approve payments, you have a preventable risk. Use thresholds and verification.
Sensitive documents are shared casually
This is how leaks happen. Set rules and enforce secure sharing.
No service boundaries
Without boundaries, “concierge” becomes unlimited. That leads to burnout and inconsistent service.
Family office concierge services FAQ
What are family office concierge services?
Family office concierge services are the structured services that coordinate lifestyle and administrative needs for principals and family members. They cover both personal logistics and the operational work that supports the family’s day-to-day life.
What is typically included?
Lifestyle support often includes travel, events, relocation, and household coordination. Administrative support often includes vendor management, invoice routing, document collection, and coordination with advisors.
Should we build in-house or outsource?
In-house makes sense when volume and privacy needs are high. Outsourcing makes sense when demand is variable or specialized. A hybrid model works well for many offices because it combines personal knowledge with specialist execution.
How do we keep concierge work secure and private?
Use secure document handling rules, identity verification for high-risk requests, and dual control for payment changes. Store requests and decisions in a centralized system so fewer details live in informal threads.
What matters most in the first 30 days?
Define scope, intake, approvals, and secure document rules. If you do that, you prevent most errors and make the service easier to scale.
Closing thought
Family office concierge services are valuable because they reduce friction and protect the family’s time. The offices that deliver it well do not rely on heroics. They run concierge like an operating function with clear scope, secure workflows, and reliable vendor management. That is what makes the service consistent, private, and sustainable.
