Kaysar Advisory provides fractional family office leadership for families whose wealth has outgrown what any single adviser can coordinate — senior executive capacity, at the CEO/COO level, without the full-time hire. Based in Dallas. Serving families nationwide.
Michael Rutner founded Kaysar Advisory after a career across transactional law, institutional finance, private equity, and senior single-family office leadership. He has sat in the executive seat of family wealth — not advising it from the outside, but running it from within: setting policy, coordinating advisers, and doing the structural work that no single professional owns.
Kaysar exists for families at a moment of change — a liquidity event, a generational transition, a departure, a first office — when what's needed is not another adviser, but an executive.
Fractional means the engagement scales to what your family actually needs — at a fraction of the cost and commitment of a full-time executive — and evolves as your circumstances do.
Entity and governance design, service-provider selection, reporting and operational infrastructure — from liquidity event to functioning office.
The discipline of a senior family office executive — investment policy, adviser coordination, family governance — scaled to what the family actually needs.
Liquidity events, succession, executive departures, and restructurings — including interim coverage that can precede, or become, a permanent arrangement.
Descriptions are anonymized. Kaysar never identifies client families, and confidentiality governs every engagement.
Most families write their constitution after the first real conflict — which is precisely when it's hardest to write one well. The document matters less than the conversations it forces: who decides what, at what threshold, and what happens when people disagree.
A governance framework adopted in calm weather is a gift the family gives its future self. Adopted in a storm, it reads as a verdict on whoever lost the argument.
Families debating their first senior hire tend to start with the title — CEO, COO, chief of staff — and work backward. The better starting point is the work itself: what actually needs to be done in the next twenty-four months, and how much of it is executive-level.
Often the honest answer is "a fraction of a person's time, but a senior person's judgment." That's a different hire than a job posting produces.
The day after a sale closes, a family typically has more advisers, more entities, more deadlines, and less structure than at any point in its history — at exactly the moment everyone assumes the hard part is over.
The wealth is rarely the problem. The administration of it, left uncoordinated, is where families lose time, money, and occasionally each other.
Kaysar begins where advice ends. Investment managers keep managing; counsel keeps drafting; bankers keep banking. Kaysar takes the executive seat between them — and when an engagement surfaces work that belongs to a partner's practice, it goes to that partner. The best introductions come at a moment of change, and a two-line email is enough.
No AUM. No products. No conflict.
Michael takes it from there. The first meeting is always exploratory — no pitch decks, no obligation, and complete discretion.
michael@kaysaradvisory.com