Capital. Continuity. Capability.
Peesh Chopra
Investing in what outlasts markets.
My goal is to preserve wealth, plan for global estates, and share practical playbooks with other families who are working to build lasting legacies.
GLOBAL FAMILY
OFFICE INNOVATION
I lead a family office that looks after both the present and the future. Our work is built around three ideas: capital, longevity, and legacy.
We invest in venture and private equity funds, create learning platforms to support the next generation of founders, and develop preventative healthcare practices guided by new science.
From starting a family-run school to designing global estate plans, my focus is on helping families like mine protect their wealth, open new opportunities, and live longer, healthier lives.
OFFICE INNOVATION
I’m deeply focused on rethinking what a modern family office can be. My work spans building a venture capital portfolio across global funds and creating a new kind of family office school designed for the next generation.
I believe long-term value comes from more than just investments. That’s why I bring together longevity research, preventative healthcare, and global estate planning to build complete systems that last. My goal is to create models that other family offices can learn from, collaborate with, or adapt for their own future.
Involvement
I stay closely involved in every part of our family office from deciding where we invest in venture and private equity funds, to managing our education platform and health programs. My role isn’t just about setting strategy; I also engage in the daily work to make sure our actions match our long-term goals. This hands-on and disciplined approach helps us protect wealth, manage our estate across generations, and build a legacy rooted in strong values for the future.
- VENTURE & PRIVATE EQUITY
- FAMILY OFFICE OPERATIONS
- LONGEVITY & PREVENTATIVE HEALTHCARE
- EDUCATION & TALENT DEVELOPMENT
Hands-on in fund diligence, GP/LP structuring, and post-investment value creation. Focus on SaaS, health tech, and education ventures.
Architected cross-border structures in the U.S., Singapore, and Dubai. Skilled in governance, estate planning, and philanthropic capital allocation.
Leads protocols for biomarker testing, nutritional therapy, and chronic risk mitigation. Partnering with leading labs and healthspan researchers.
Founder of Ivy School and Regarde Familia School. Designs next-gen learning systems that combine classical education with entrepreneurship and AI.
Hands-on in fund diligence, GP/LP structuring, and post-investment value creation. Focus on SaaS, health tech, and education ventures.
Architected cross-border structures in the U.S., Singapore, and Dubai. Skilled in governance, estate planning, and philanthropic capital allocation.
Leads protocols for biomarker testing, nutritional therapy, and chronic risk mitigation. Partnering with leading labs and healthspan researchers.
Founder of Ivy School and Regarde Familia School. Designs next-gen learning systems that combine classical education with entrepreneurship and AI.
ACADEMIC LIFE
Technology and Workplace Communication
VANCOUVER - CANADA
Emotional Intelligence and Leadership
VANCOUVER - CANADA
The Role of Self-Efficacy in Career Choice and Job Performance
VANCOUVER - CANADA
Early Childhood Education and Development
VANCOUVER - CANADA
Parental Involvement and Academic Success
VANCOUVER - CANADA
Parental Involvement and Academic Success
VANCOUVER - CANADA
Investigating the Impact of Social Media Use on Mental Health in Young Adults
VANCOUVER - CANADA
Parental Involvement and Academic Success
VANCOUVER - CANADA
Early Childhood Education and Development
VANCOUVER - CANADA
Career Satisfaction and Burnout among Teachers
VANCOUVER - CANADA
A Study of the Relationship between Personality Traits and Leadership Style
VANCOUVER - CANADA
Early Childhood Education and Development
VANCOUVER - CANADA
Exercise and Mental Health in Adolescents
VANCOUVER - CANADA
A Study of the Relationship between Personality Traits and Leadership Style
VANCOUVER - CANADA
BLOG & NEWS
- Blog
Enhancing Access to Private Markets
Enhancing Access to Private Markets
January 9, 2026
Enhancing Access to Private Markets
Access has always defined opportunity in investing.
For a long time, private markets were available only to a narrow group of institutions with the scale, systems, and patience to manage complexity. That is changing. Family Offices today are demanding better access, better transparency, and better structures to participate in private opportunities without sacrificing control or flexibility.
I see this shift as one of the most important developments in modern portfolio construction.
Why Private Markets Are No Longer Optional
Public markets offer liquidity and price discovery, but they no longer tell the full story of value creation.
Many of the most durable businesses now stay private longer. Infrastructure projects, private credit, real assets, and growth-stage companies often deliver return profiles that behave differently from listed markets.
For Family Offices focused on long-term capital preservation and growth, private markets are not about chasing yield. They are about diversification, resilience, and alignment with long-term horizons.
The Role of Infrastructure in Expanding Access
Improving access to private markets is not just about sourcing deals. It is about building the right operational foundation.
Partnerships such as Lighthouse Canton working with Clearstream highlight how investment infrastructure is evolving. By strengthening fund processing, reporting, and settlement capabilities, these collaborations reduce friction for investors and increase confidence in semi-liquid structures.
This matters because complexity has always been the main barrier to participation.
When operational hurdles are reduced, decision-making becomes clearer and risk management improves.
Semi-Liquid Structures and Portfolio Balance
Semi-liquid private market investments offer an important middle ground.
They provide exposure to private assets while allowing measured liquidity over time. For Family Offices, this creates flexibility without compromising the long-term nature of private investing.
The key is discipline. These investments must be sized appropriately, structured transparently, and integrated thoughtfully within the broader portfolio.
Access alone is not enough. Structure determines outcome.
How I Think About Enabling Client Participation
At Regarde Familia Family Office, the focus is always on suitability before opportunity.
Ensuring clients can participate in private markets responsibly means asking the right questions first.
How does this investment behave across market cycles?
What liquidity expectations are realistic?
How does reporting align with governance requirements?
Does this exposure strengthen the portfolio as a whole?
Only when these questions are clearly answered does access become empowering rather than risky.
The Future of Private Market Access
As infrastructure improves and partnerships continue to mature, private markets will become more accessible, but not necessarily simpler.
Family Offices that invest in understanding structures, liquidity terms, and operational frameworks will be best positioned to benefit. Those that rely on access alone may find themselves exposed to unintended risks.
For me, enhancing access to private markets is not about opening doors indiscriminately. It is about opening the right doors, at the right time, with the right systems in place.
That is how long-term portfolios are built.
- Blog
Strategic Investments as a Path to Sustainable Growth
Strategic Investments as a Path to Sustainable Growth
January 8, 2026
Strategic Investments as a Path to Sustainable Growth
In today’s environment, growth is no longer just about deploying capital. It is about deploying it with intent.
Family offices operate in a landscape that is evolving quickly. Markets are more interconnected, talent is more mobile, and client expectations continue to rise. In this context, strategic investments have become one of the most effective ways to expand capability without compromising discipline.
I see this clearly in how family offices are approaching partnerships today.
Why Strategic Investments Matter More Than Ever
Traditional investing focuses on returns. Strategic investing focuses on relevance.
When a family office participates in a minority investment or structured partnership, the goal is rarely control. The real objective is alignment. Alignment of values, long-term vision, and operating standards.
A recent example is the minority investment in Greenwood Gearhart by Constellation Wealth Capital. This type of partnership reflects a growing understanding that collaboration can accelerate growth while preserving independence.
It is not about dilution. It is about direction.
Growth Through Capability, Not Just Capital
At Regarde Familia Family Office, I believe growth should enhance what we already do well.
Strategic investments allow family offices to expand services, strengthen infrastructure, and deepen expertise without rebuilding everything internally. They create access to new perspectives, stronger governance frameworks, and broader professional networks.
This approach also sends a clear signal to clients. It shows that the organisation is thinking long term and investing in its own evolution.
Talent Follows Serious Platforms
One of the most overlooked benefits of strategic partnerships is talent attraction.
High-calibre professionals look for environments where ambition is supported by structure. Partnerships with credible investors or institutions increase confidence in leadership, stability, and future opportunity.
When people see that a family office is willing to partner thoughtfully rather than operate in isolation, it becomes easier to attract and retain top-tier talent. This, in turn, directly improves client outcomes.
How I View These Partnerships as an Investment Strategy
I do not see strategic investments as financial transactions alone. I see them as operating decisions.
The key questions are not only about valuation or returns. They are about fit.
Does this partnership improve decision-making?
Does it strengthen governance?
Does it help the organisation serve clients better over the next decade?
If the answer is yes, then the investment has value beyond the balance sheet.
Collaboration as a Competitive Advantage
Family offices that embrace selective collaboration position themselves for resilience.
They remain agile while gaining scale. They retain independence while benefiting from shared expertise. Most importantly, they build institutions that are capable of growing across market cycles and generations.
Strategic investments, when done thoughtfully, are not shortcuts. They are foundations.
For me, that is what sustainable growth looks like.
- Blog
The Importance of Healthy Boundaries in Family Offices
The Importance of Healthy Boundaries in Family Offices
January 6, 2026
The Importance of Healthy Boundaries in Family Offices
In the family office world, the phrase “office family” is often used with good intentions. It suggests trust, loyalty, and long-term commitment. But in practice, this language can quietly blur the line between care and obligation, and between collaboration and expectation.
I have seen how easily this can create tension when boundaries are not clearly defined.
A family office is not a household. It is a professional environment entrusted with significant responsibility, discretion, and long-term stewardship. When emotional language replaces professional structure, problems tend to surface over time rather than immediately.
When Family Language Becomes a Risk
Calling an organisation a family can unintentionally create pressure.
Employees may feel they must overextend themselves to prove loyalty. Long hours, unclear roles, and unspoken expectations start to feel normal rather than exceptional. Over time, this erodes trust instead of building it.
Respect does not come from emotional closeness. It comes from fairness, clarity, and consistency.
In my experience, the healthiest teams are those where people feel valued for their contribution, not for how much they are willing to sacrifice silently.
Professional Respect Creates Long-Term Stability
Family offices operate across generations. That alone requires discipline.
Clear boundaries help everyone involved. They protect employees from burnout and protect principals from dependency on informal arrangements that do not scale. They also make decision-making cleaner and accountability stronger.
At Regarde Familia Family Office, we prioritise a work culture rooted in mutual respect. People are encouraged to perform at a high level, but also to maintain balance. Expectations are discussed openly, not implied quietly.
This approach is not soft. It is sustainable.
Why Boundaries Empower Rather Than Distance
There is a misconception that boundaries reduce loyalty. In reality, the opposite is true.
When roles are clear and time is respected, trust deepens. When feedback is structured and compensation is fair, motivation becomes intrinsic rather than emotional. People stay because they believe in the mission, not because they feel indebted.
Healthy boundaries allow individuals to bring their best thinking to the table without confusion about where personal obligation ends and professional responsibility begins.
What Leaders in Family Offices Should Ask Themselves
Every family office leader should reflect on a few core questions.
Are expectations written or only assumed?
Do team members feel safe saying no when limits are crossed?
Is appreciation shown through structure, or only through sentiment?
Are we building a culture that can survive leadership transitions?
These questions matter because culture, once set, is very hard to reverse.
Building a Culture That Lasts Across Generations
The strongest family offices are not those that feel the most personal. They are the ones that combine humanity with professionalism.
Boundaries do not weaken relationships. They strengthen them by removing ambiguity.
A respectful environment allows people to grow, perform, and stay aligned over the long term. That is what ultimately protects both the family and the institution supporting it.
For me, healthy boundaries are not a constraint. They are the foundation of trust, longevity, and shared success.
- Blog
The New Era of Family Offices: Why Merging for Strength Is Becoming Inevitable
The New Era of Family Offices: Why Merging for Strength Is Becoming Inevitable
January 2, 2026
The New Era of Family Offices: Why Merging for Strength Is Becoming Inevitable
For a long time, family offices operated on a simple belief. Independence equals control.
That belief is changing.
The recent merger between Matter Family Office and IWP Family Office is not just a headline. It is a signal. When two firms with a combined advisory scale of over $10 billion and deep professional benches come together, it reflects a broader shift in how family offices are rethinking relevance, resilience, and long-term value.
I see this as the beginning of a new era.
Why Traditional Family Office Models Are Under Pressure
Ultra-high-net-worth families today face challenges that did not exist a generation ago.
These include cross-border assets and regulations, increasing complexity in tax and estate planning, operating businesses alongside financial investments, and rising expectations from the next generation.
Many single family offices, even well-run ones, struggle to offer deep expertise across all these dimensions without becoming inefficient or fragmented.
Scale is no longer a luxury. It is becoming a necessity.
What Mergers Really Unlock
When family offices merge thoughtfully, the benefits go far beyond cost savings.
In cases like Matter and IWP, consolidation enables broader advisory depth without diluting quality. It also allows shared infrastructure for compliance, governance, and reporting, along with stronger talent attraction and retention. Most importantly, it supports a more institutional approach while remaining family-first.
This is not about becoming bigger for appearance. It is about becoming stronger where it actually matters.
The Shift From Control to Capability
One of the biggest mindset shifts I observe among family office leaders is this.
Control once meant doing everything in-house.
Today, control means ensuring the best outcomes, regardless of structure.
Strategic partnerships and mergers allow family offices to retain their core values while expanding their capabilities. When done right, families do not lose identity. They gain continuity.
That distinction is critical.
What Other Family Offices Should Be Thinking About
Not every family office needs to merge. But every family office needs to ask harder questions.
Where are we stretched too thin?
Which services are now essential rather than differentiators?
Are we built for the next generation or only the last one?
Would partnership improve decision quality, not just efficiency?
Growth for family offices does not always mean adding assets. Sometimes it means adding perspective.
The Future Will Favour Collaborative Strength
The next decade will reward family offices that prioritise structure over ego and long-term stewardship over short-term autonomy.
I believe we will see more alliances, integrations, and shared platforms, especially among firms that recognize that multigenerational wealth requires institutional thinking with a human core.
Family offices that adapt early will define the standard.
Those that resist change may find themselves reacting instead of leading.
This is not a loss of independence.
It is an evolution of responsibility.
- Blog
How Strategic Advisors Like Peesh Chopra Help Early-Stage Founders Turn Disruptive Ideas Into Scalable Companies
How Strategic Advisors Like Peesh Chopra Help Early-Stage Founders Turn Disruptive Ideas Into Scalable Companies
November 21, 2025
How Strategic Advisors Like Peesh Chopra Help Early-Stage Founders Turn Disruptive Ideas Into Scalable Companies
The early-stage world is noisy. New apps launch every week, founders chase trends, and investors jump from one hot idea to another. But behind the scenes, the companies that truly break through almost always have one thing in common: strong strategic guidance.
That’s where people like Peesh Chopra make a real difference. His work with early-stage technology companies — especially in education, mobile apps, and IoT — shows how the right advisor can turn a rough idea into a structured, scalable business.
Why Early-Stage Startups Need Strategic Advisors
In the early days, founders face a mix of challenges:
- No clear roadmap
- Limited team strength
- Uncertain product-market fit
- Tight capital
- Competitive pressure
- Fast-changing technology
This is exactly the stage where most companies break.
A strategic advisor helps them build clarity, pace, and direction.
What Peesh Chopra Brings to Early-Stage Companies
Founders often highlight two things about working with someone like Peesh Chopra:
He understands disruptive ideas.
Sectors like education, mobile apps, and IoT evolve quickly. An advisor who already knows these landscapes helps companies avoid mistakes and focus on what truly moves the needle.
He knows how to build from zero.
It’s one thing to advise big companies. It’s another to guide founders who are building with limited time, limited money, and unlimited pressure. Peesh Chopra’s background helps them design better structures and move faster.
The Value of Cross-Domain Insight
Because Peesh Chopra works across education, consumer tech, IoT, and academic institutions, he brings something founders rarely have: a view across different industries.
This helps startups:
- Spot hidden opportunities
- Avoid outdated ideas
- Understand real user needs
- Build adaptable products
- Position themselves globally
When sectors evolve constantly, cross-domain insight becomes a huge advantage.
Why Academia + Startup Advisory Is a Powerful Combination
Many founders skip the academic world because it feels too slow.
But partnered correctly, academia becomes a force multiplier.
With strong advisory roles in educational institutions, Peesh Chopra helps founders access:
- Research-backed approaches
- Pilot opportunities
- Talent pipelines
- Industry collaborations
- Early validation
For ed-tech and IoT companies especially, this connection is gold.
Conclusion
Early-stage success rarely comes from luck. It comes from structure, clarity, and strong decision-making.
Strategic advisors like Peesh Chopra play an essential role in helping founders refine their ideas, avoid blind spots, and build companies that truly stand out in a crowded tech landscape.