Independent ownership
The firm is not built around product sales, distribution targets or referral commissions. We are paid by clients for agreed work, with the charging basis stated before an engagement begins.
The office · London
An independent private office
Ashcombe Private Office is deliberately small. The point is not scale for its own sake, but senior attention, clear responsibilities and advice that is not driven by product distribution.
How the office is set up
The model is intended for families and owner-managed businesses that value continuity, discretion and clarity about incentives.
Limited capacity
We work with a deliberately limited number of families and business owners. That limit matters: complex decisions need context, and context is difficult to maintain at volume.
Coordination rather than substitution
We often work alongside solicitors, tax advisers, accountants, trustees and corporate advisers. Their specialist responsibilities remain theirs; our role is to keep financial decisions joined up.
Regulated responsibilities
Ashcombe Private Office is authorised and regulated by the Financial Conduct Authority. Prospective clients should check permissions and status on the FCA Register as part of their own due diligence.
When the fit is usually right
We are not the right adviser for every situation. These scenarios are a useful guide before making an enquiry.
Family wealth with several moving parts
Investments, trusts, business assets, property interests or cross-border considerations need to be read together rather than in isolation.
Owner-managed business decisions
Liquidity events, succession, dividends or governance changes require careful thought about personal and family balance sheets.
Need for quieter oversight
The family already has advisers, but wants a clearer rhythm for information, decisions and accountability.
Working principles
What we do not do is as important as what we do.
We do not present legal or tax opinions as our own where another professional should be responsible. We do not use testimonials or performance claims as a substitute for due diligence. And we do not treat a first conversation as permission to provide personal advice.
Before work begins, scope is agreed in writing. The agreement explains the service, charging basis, responsibilities, conflicts to consider and the checks that must be completed. Where a matter sits outside our permissions or competence, we say so directly.
The team approach is practical rather than theatrical: identify the decision, decide who is responsible, gather the right information, and keep a written record of what has been agreed.
A first conversation should be factual.
It helps to outline who is involved, the broad nature of the assets or decision, existing advisers and any timing pressures. We will then explain whether Ashcombe is likely to fit.
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