Insights matter.

People Matter At Matter, we are grateful to work with great families and great team members every day.  We believe that investing in our combined human capital creates a virtuous cycle for all parties. By fostering a people-centric culture of continuous learning and professional advancement, we aim to empower our team members to reach their full potential in serving families for generations. This fall, Matter is thrilled to announce the well-deserved promotion of twelve team members. Their dedication, hard work,

At Matter, we strive to bring our best selves to the work we do, with families and each other. As we continue to navigate the opportunities and challenges of this year, in particular, we’re deeply grateful for our exceptional team and for the professionalism, optimism, humor, and resilience Matter employees bring to work every day.  We’re thrilled to promote nine team members this fall and to celebrate Matter’s continued growth as we toast our 30th year of helping families thrive. 

This month, Matter Family Office is celebrating 30 years of helping families thrive. We spoke to Matter’s founder Kathy Lintz, about the firm’s unique approach to managing wealth, what she loves about working with families, and where she sees Matter — and the industry — going in the future.   What inspired you to start a firm to support successful families? We have to go back in time a little to understand what was going on 30 years ago. The financial

What does it take to help Matter families thrive for generations? A talented team figures prominently in the equation. When we think about hiring, this means we have a lengthy interview process to help us bring in the right people to work with our families. But even more importantly, we are committed to helping each new person we bring in grow their career within the firm. This year, we are proud to promote an unprecedented 11 team members, and we are thrilled

At Matter Family Office, we assemble a customized client team for each family. This is vastly different from the common practice in our industry. Typically, other firms assign clients to permanent teams that operate as silos led by a single advisor. Often, compensation for these teams is tied directly to the client revenue they manage or that they bring in with new clients. We believe this “silo” model creates inherent internal competition that limits collaboration and idea sharing. This structure