Oliver Ansingh

For most of the past three decades, private wealth in Asia has been organised around financial returns: alpha, allocation, succession, structuring. That equation is quietly being rewritten. A new generation of clients — Gen X heirs, founder-CEOs, multi-jurisdictional UHNW principals — has begun to treat health and longevity not as a personal hobby, but as a core component of family wealth, with the same weight once reserved for tax structures and trust planning.

Artificial intelligence may be the defining technology story of 2026, but for wealth management firms in the business of advising complex, multi-generational families, the practical reality remains far more nuanced than the headlines suggest. The technology is making processes faster and more efficient, but it has not yet changed the fundamental nature of advisory work, and the gap between what AI promises and what it delivers in practice is where the real strategic decisions are being made.

Four years ago, when Steffanie Yuen brought Endowus from Singapore to Hong Kong, the prevailing narrative in the wealth management industry was one of exodus. Capital, clients, and talent were all said to be moving in one direction. The decision to expand a Singapore-headquartered platform into Hong Kong at precisely that moment raised eyebrows. In hindsight, it looks prescient.