A study by Equirus Wealth Management reveals that two-thirds of ultra-high-net-worth husbands in India exclude spouses from key investment decisions. This reliance on male-centric decision-making creates risks for wealth succession and governance, as many women only assume oversight roles reactively following major life transitions.
A recent analysis by Equirus Wealth Management has shed light on the gender dynamics within India's ultra-high-net-worth (UHNW) families, revealing that the governance of family wealth often remains centralized with male heads of households. According to the findings, approximately two-thirds of UHNW husbands bypass their spouses when making significant investment decisions, with only 30% actively consulting their partners on large-ticket deals or private market opportunities.
The study suggests that while women in these affluent circles are often kept informed about general financial activities, there is a clear distinction between being aware of the portfolio and holding true decision-making authority. Although 70% of the women surveyed reported having some level of authority, the report indicates that this is frequently decoupled from a structured financial framework or early preparation.
This structural exclusion poses a material risk to long-term wealth preservation. The data highlights that about 40% of women in these UHNW families step into oversight roles only after disruptive life events, such as the death of a patriarch, inheritance, or family separation. This reactive approach—where individuals must manage complex assets without prior, structured involvement—can create significant pressure on family offices and may lead to poor financial outcomes during critical transitions.
For families managing significant capital, governance is as important as investment strategy. Industry experts note that as Indian family offices continue to professionalize, the lack of gender-inclusive decision-making can hinder effective succession planning. When wealth management is confined to a single decision-maker without building institutional knowledge among all stakeholders, the risk of wealth erosion during unavoidable life changes increases.
The study points to an urgent need for families to move toward more collaborative wealth governance. As the sector evolves, bridging the gap between simply informing family members and integrating them into the investment process will likely become a key differentiator for families looking to secure their legacy across generations. The focus for wealth managers and family offices going forward will be whether they can institutionalize these processes to ensure that all family members are prepared to navigate financial complexity before a crisis occurs.