Family office employee benefits, for principals, heirs, and key staff.
A family office coordinates investments, tax, trusts, philanthropy, property, and the household payroll. It almost never coordinates the psychological side of the same wealth. CEREVITY supplies that layer: confidential, private-pay clinical care from senior independent clinicians who work with this population routinely, and who are used to being the only outside party who knows.
Family office employee benefits normally cover medical coverage, retirement, bonus participation, and sometimes education or housing. Mental health is usually missing. CEREVITY adds it as a discrete confidential layer for principals, rising heirs, and senior office staff: private-pay therapy with independent licensed clinicians, no insurance claim filed, telehealth in all 50 states, first sessions within 5 to 10 business days of intake.
What CEREVITY is.
A nationwide network of independent licensed clinicians, offered as a confidential family benefit.
CEREVITY is a nationwide network of independent licensed clinicians providing private-pay therapy by secure telehealth across all 50 states. It is not an app, not a coaching marketplace, and not an employee assistance program. Each person is matched by hand to a clinician who is experienced with significant wealth, family enterprise, and the discretion both demand, and then keeps that clinician over time.
For a family office the model is easy to reason about. Care is private pay with no insurance claim filed, so nothing routes through a family health plan and no claim record is created. Family office employee benefits are already assembled privately, contract by contract, rather than bought as a group package, which is exactly the shape this fits. Coverage can be scoped to the principal alone, extended to adult children and rising heirs, or extended again to the small group of executives and household staff whose continuity the family quietly depends on.
The category is larger than it looks. Deloitte Private counts roughly 8,030 single family offices worldwide and projects 10,720 by 2030, and every one of them is a small organization holding a very large amount of one family's private life. The partnership models page sets out the commercial structures; this page is about what the clinical work looks like inside a single family.
Why family office employee benefits stop short.
The office is staffed for every part of the family's life except the part that decides how the rest of it goes.
A family office is a coordination function. It holds investment policy, tax, trust and estate structure, philanthropy, risk management, property and travel, reporting, and often the payroll of the household itself. Almost every one of those functions has a named internal owner and an outside adviser on retainer. The psychological life of the family has neither, and nobody in the office has the standing to raise it.
The gap is visible in the family office sector's own succession data, where the technical side of a transfer is well covered and the human side is not.
of family offices name preparing the next generation to take on wealth responsibly as a great succession challenge, while 64% name transferring wealth tax efficiently and only 26% consult the next generation about the plan from the outset. Source: UBS Global Family Office Report 2025, a survey of 317 single family offices across more than 30 markets with average net worth of USD 2.7 billion, published 21 May 2025.
Tax efficiency has an entire profession behind it. Preparing an heir does not. Getting a person ready to hold wealth responsibly is psychological work: identity, motivation, competence, guilt, the capacity to say no to relatives and to be told no by them. That work belongs to clinicians who understand the specific pressures of high net worth life, and it is almost never on the benefits schedule.
The same finding turns up in independent research on family enterprises, which is what makes it structural rather than a quirk of one survey panel. Asked what actually stands between the current generation and a clean transfer, owners name a person far more often than they name a document.
Sources · UBS Global Family Office Report 2025, 317 single family offices: 43 percent name preparing the next generation as a great succession challenge.
Deloitte Private, Family business succession planning and the next generation, 2026, 1,587 family businesses: 35 percent say the next generation is insufficiently qualified.
What principals, heirs, and staff actually bring.
The presenting issues behind the balance sheet, in the language the family uses about itself.
Wealth that was not earned
An heir who inherits a position rather than winning it often cannot locate any evidence that they deserve it. The result looks like disengagement and is usually imposter syndrome with a very large number attached to it.
Nobody safe to tell
Friends become petitioners, advisers are paid, and family members are interested parties. Principals end up carrying every hard decision alone, which is the exact pattern leadership isolation therapy exists to address.
Succession that never happens
The plan is drafted, reviewed, and then deferred again, usually because handing over control means facing what the principal is without it. Clinical work on the psychology of succession moves the conversation that the documents cannot.
The principal who cannot stop
Decades of being the person everyone else depends on does not switch off because the liquidity event closed. Sustained overload shows up first in sleep and temper, which is where executive burnout therapy is built to catch it.
Decisions without end
Allocation, philanthropy, property, staffing, and every family request arrive as one undifferentiated queue. Judgment degrades quietly under that volume, and decision fatigue is a clinical problem long before it is a governance one.
Family and business in one room
Board disagreements are also sibling disagreements, and the distribution policy is also a statement about who is loved. Family therapy with a clinician who understands ownership structures keeps the two conversations from destroying each other.
Marriages under a structure
Prenuptial agreements, trust distributions, and unequal ownership sit inside the marriage whether or not anyone discusses them. Couples therapy is frequently the first place a family recognizes what the structure has been doing to the relationship.
The staff who see everything
A chief of staff, a controller, and an estate manager hold intimate knowledge and have no one to discuss it with, because discussing it is the one thing the job forbids. Chronic vigilance of that kind is a common route into anxiety and depression.
The office can move nine figures in an afternoon and cannot get one family member to a therapist without three people finding out. The constraint was never the money.
Session formats built for a private calendar.
Three lengths, and no obligation to defend a standing weekly slot.
The steady cadence of ongoing therapy. Most clients spend most of their care in 50-minute sessions.
For work that needs more room than a standard hour can hold. See 90-minute sessions.
For work that needs uninterrupted time to reach resolution. See 3-hour therapy intensives.
Care is delivered in 50-minute, 90-minute, and 3-hour sessions by secure telehealth, nationwide. A principal who travels most of the year can do concentrated work in a 90-minute or 3-hour block rather than protecting a weekly appointment the calendar will break anyway. An heir at university and a chief of staff three time zones away can be seen under the same arrangement, without either appearing on a shared schedule. Continuity holds because each person keeps the same clinician, and modality is matched at intake rather than assigned.
Cover the part of the family's life the office does not.
A confidential conversation about a family office arrangement takes one call. Nothing about it touches a family health plan, and nothing about it lands in an administrator's file.
Start a partnership conversationHow a family office principal is matched.
Every principal, heir, and staff member is matched by hand, not by an algorithm running against an intake form.
The eligible individual submits a confidential intake form covering presenting issues, modality preference, professional context, and scheduling parameters. Operated by CEREVITY directly, not by a broker.
Intake is reviewed by CEREVITY's clinical leadership against the network's active capacity, current licensure footprint, and modality availability. This is the step that does not exist in an EAP.
A specific clinician is matched to the family office principal, who receives the match with the clinician's profile, modality, and credentials, plus a direct online scheduling link.
Scheduling runs directly through CEREVITY infrastructure with no phone handoff. First sessions are typically scheduled within 5 to 10 business days of the match.
Care continues on the cadence the clinical work requires, in 50-minute, 90-minute, or 3-hour sessions, without an employer-imposed session cap.
Capability comparison for family offices.
An evaluation framework on the dimensions that matter when a family office scopes a mental health arrangement. All three models have a place; they were built for different populations.
| Dimension | Typical EAP | Executive-tier platform | CEREVITY |
|---|---|---|---|
| Network model | Broker layer between employer and contractor roster | Single-vendor platform, W-2 or contracted pool | Independent clinical network with direct relationships |
| Clinician assignment | First contractor to reply with availability | Algorithmic matching on intake-form inputs | Clinical review by network leadership |
| Intake and scheduling | Phone handoff to the clinician's line | App-based intake and scheduling | Network-operated intake, direct online scheduling |
| Session formats | Standard 50-minute, capped session counts | Standard 45 to 50-minute sessions | 50-minute, 90-minute, and 3-hour formats, no cap |
| Clinical scope | Acute, broadly applicable concerns | Workforce-wide, executive tier as an upsell | Built around the presenting issues of principals, heirs, and senior family office staff |
| Modality fit | Generalist talk therapy | Generalist therapy with some specialty | CBT, DBT, psychodynamic, IFS, matched at intake |
| Reach | National via roster density | National telehealth, roster variance | All 50 states via telehealth |
| Payment model | Employer-sponsored, in network | Per-employee-per-month seat pricing | Private pay, out of network, partnership agreement |
| Family office visibility | Aggregate, broker-mediated | Vendor dashboards with engagement metrics | Administrative reporting only |
| Right fit for | Workforce-wide acute support | Mid-tier ongoing care with an executive add-on | family offices, end to end |
If the office is running a formal evaluation rather than a favor for one family member, our notes on what to look for in a private therapy provider cover the diligence questions in roughly the order a chief of staff tends to ask them.
What the family office sees, and what it does not.
For a family office arrangement to work at all, every person inside it has to believe that using it creates no visibility: not inside the office, not inside the family, and not anywhere downstream. CEREVITY is built around that requirement rather than accommodating it.
- Confirmation that contracted services were provided to eligible individuals.
- Aggregate utilization at the partnership level, where contractually appropriate.
- Invoicing and eligibility reconciliation.
- Nothing tied to a specific named family office principal's clinical content.
- Whether a specific named family office principal has scheduled, attended, or engaged.
- What clinical issues are being addressed, or which clinician is assigned.
- Session notes, treatment plans, or diagnostic information.
- Any attendance detail at the individual level.
Clinicians are independent licensed professionals operating under their own licensure and the confidentiality and privacy obligations that attach to it. Protected health information is held within the clinical infrastructure, and the agreements governing it are defined in writing before the partnership goes live. Our notice of privacy practices and privacy policy are published in full.
Clinical records, session content, and individual engagement data sit inside the clinical platform. The administrative layer the partner interacts with is structurally separate from the clinical layer.
Eligibility lists are maintained on the partner side and confirmed at the point of intake. Administering eligibility does not require the partner to receive clinical information back.
A Business Associate Agreement is executed where the partnership structure requires it, and whether one applies is a determination made with counsel rather than assumed. The partnership agreement defines the administrative reporting scope in writing before anything goes live. See also our terms of service.
The first question is almost always about traces: whether care leaves a record somewhere it could surface years later, in a deal, a custody dispute, or a board appointment. Our answer to whether therapy shows up on a background check is published in full rather than handled in conversation.
What the first 30 days look like.
The hardest part of a family office partnership is not the contract. It is the period between signature and the first family office principal in care.
A 60-minute kickoff with your team and CEREVITY's partnership lead. We confirm the partnership shape, the eligibility model, the administrative reporting scope, and the internal owner. The BAA, where applicable, is executed.
Your team provides the eligible-individual list. CEREVITY confirms it against the network and establishes the verification path at intake. Only eligibility confirmation flows forward.
CEREVITY provides a confidential, family office comms template explaining the benefit, the privacy posture, and how to access intake. It is written to be received without stigma.
Eligible individuals begin intake on their own cadence. First sessions are typically scheduled within 5 to 10 business days. By day 30 the partnership is operational and a quarterly review cadence is in place.
The case for the family office.
Continuity of the principal, readiness of the next generation, and retention of the few people who know everything. Those are the three risks a family office is actually in business to manage.
Continuity of the principal
Most family offices are one person's judgment wearing an institutional coat. When that person is depleted, decisions slow, delegation stops, and the office absorbs the difference without ever naming the cause. Confidential clinical care is one of the few interventions that reaches someone who has spent thirty years being the one others come to, and key person risk is the framing an investment committee already understands.
Readiness of the next generation
With more than four in ten family offices naming next generation preparation as a great succession challenge, the binding constraint is rarely the trust deed. Work on identity, competence, and motivation is what turns a beneficiary into an owner, and it belongs alongside succession planning rather than in the year after it.
Retention of key staff
A chief of staff, a chief investment officer, and a controller hold more knowledge about a family than anyone outside it. Replacing one is slow, and the search is constrained by discretion long before it is constrained by compensation. Support those people can use without the office knowing is retention infrastructure, the same argument that applies to retaining senior talent anywhere else.
Questions family offices ask first.
What do family office employee benefits usually include?
Most family offices assemble benefits privately rather than buying a group package: medical coverage, retirement, bonus or carry participation, education support, and sometimes housing, vehicles, or travel. Mental health is usually absent, or present only as a line item nobody senior would ever use. CEREVITY is added as a separate confidential layer above whatever the office already has, with its own intake route. The broader employer view is set out in our note on employee mental health benefits.
What services do family offices provide, and where does clinical care fit?
A single family office typically coordinates investment management, tax and estate structuring, trust administration, philanthropy, risk management, property, household staffing, and consolidated reporting for the whole family. Larger offices add legal counsel and next generation education. Clinical mental health support sits outside that list at almost every office, which is precisely the gap this arrangement closes.
Do family offices offer mental health support already?
A minority do, and usually informally: a discreet name from the principal's physician, or a referral passed between two families. Very few treat it as a defined benefit with a named provider, a documented intake route, and a confidentiality posture that has been reviewed. Making it explicit is what converts it from a favor into something an heir or a controller will actually use, which is the same logic behind executive benefits built around mental health.
How is confidentiality protected in a household where everyone knows everyone?
Care is private pay, so no insurance claim is filed and nothing routes through a family health plan. There is no claim record for an administrator, an insurer, or another family member to reach. Scheduling is direct between the individual and the clinician, so no assistant sees a calendar entry that identifies the service, and the office receives no attendance data. The same principle is described for corporate settings in therapy with no records your employer sees.
Can adult children and heirs be covered as well as the principal?
Yes, and it is the most common reason an office starts this conversation. Scope is defined in the partnership agreement and typically names the principal, the spouse, adult children, and a short list of senior staff. Each person is matched independently and no member of the family can see another member's participation. Ongoing access is often structured as concierge therapy so availability matches how the family already works.
How quickly can someone be matched?
Once the arrangement is in place, an individual is matched by hand to an appropriate clinician, usually on a same-week basis depending on licensure footprint and modality fit. First sessions are typically scheduled within 5 to 10 business days of the match. Matching is reviewed by CEREVITY's clinical leadership rather than assigned algorithmically, and an individual can begin directly through the intake page once eligibility is confirmed.
What does it cost the family office?
Structure is agreed in the partnership conversation and depends on how many people are covered and how deep the access runs. CEREVITY is a private-pay network with transparent published fees, so the accounting is simple and there is nothing to reconcile against a health plan. Standard individual rates are published on our pricing page.
How does a family office begin?
Start a partnership conversation using the form on this page, by phone at (562) 295-6650, or through the contact page. A member of CEREVITY's clinical leadership will follow up directly and confidentially to scope an arrangement that fits the family, the office, and whatever discretion the situation requires.
Start a partnership conversation.
Tell us who the arrangement needs to reach: the principal, the wider family, the office team, or all three. A member of CEREVITY's clinical leadership will follow up directly and confidentially.
Further reading and related partnerships.
Research, buyer-side reading, clinical writing, and the other partnerships CEREVITY runs.
Research and reports
For principals and boards
Clinical writing
A note on sources.
Succession figures are drawn from the UBS Global Family Office Report 2025, a survey of 317 single family offices across more than 30 markets with average net worth of USD 2.7 billion, fielded between January and April 2025 and published on 21 May 2025. Its finding that 43 percent name preparing the next generation as a great succession challenge is corroborated by Deloitte Private, Family business succession planning and the next generation (2026), which surveyed 1,587 family businesses across 35 countries between March and June 2025 and found 35 percent citing a next generation that is insufficiently qualified or lacks experience as the leading obstacle to succession. Sizing of the sector is taken from Deloitte Private, Defining the Family Office Landscape (2024), which estimates 8,030 single family offices worldwide, rising to 10,720 by 2030. The structural argument on this page rests on the firsthand experience of CEREVITY clinicians working with principals, heirs, and family office staff, and on publicly available materials from benefit vendors. Specific contractual scopes, including any Business Associate Agreement, are confirmed in writing in the partnership agreement before a partnership goes live. Additional CEREVITY research is collected in the knowledge base.