In this insightful interview, Kathy Lintz shares her journey from financial education to leading Matter Family Office, emphasizing the importance of purpose, communication, and strategic planning in managing ultra-high net worth families. Discover her approach to family governance, the evolution of wealth management, and how technology is transforming the industry.

Chapters

00:00 Introduction to Kathy Lintz and Her Journey

02:47 The Evolution of Financial Planning and Education

05:54 Founding KBL Financial and Working with Athletes

08:59 Transitioning to Matter Family Office

11:47 Understanding Client Needs and Family Dynamics

14:56 Building a Strong Firm Culture

17:54 The Role of Technology in Wealth Management

20:56 Advice for Aspiring Wealth Managers

Guest links

LinkedIn - https://linkedin.com/in/kathylintz

Website - https://matterfamilyoffice.com/

INTRO:

Welcome to the SFO Circle Podcast, where we explore the ideas, strategies, and evolving dynamics shaping today’s single family offices and the families they serve.

I’m Kristen Oliveri, Senior Advisor to the Institute and the SFO Circle, and in this episode, we turn to a topic that continues to gain momentum across the ultra-high-net-worth community: the rise of the global experience economy.

Today, I’m joined by Teresa Chope, CEO and Founder of Gallivant, for a conversation on how today’s wealth holders are redefining luxury through experiences, from major global events like the Olympics, World Cup, and Formula 1 to more bespoke, invitation-only moments that blend travel, access, and connection.

Together, we'll explore what's actually driving today's most discerning families — beyond the familiar narratives — how the global lifestyle calendar has evolved from a list of events into a strategic tool, what it really takes to access the world's most coveted moments, and where Teresa sees the experience economy heading over the next few years.

It’s a conversation about access, intention, and how experiences are becoming one of the most meaningful expressions of wealth today.

Let’s dive in.

QUESTIONS:

Teresa, there's been no shortage of commentary about ultra-wealthy families shifting from possessions to experiences. The New York Times, Robb Report, Condé Nast — everyone is covering it. But you're in the rooms with these families. What is the conventional wisdom getting wrong, or oversimplifying, about what's actually happening at the UHNW level?

How has the concept of a “global lifestyle calendar” evolved for UHNW individuals and families?

Why do major global events—like the Olympics, World Cup, or Formula 1—hold such strong appeal for this audience?

How are families using these events not just for entertainment, but for connection, networking, or multi-generational bonding?

Art is something we don't always associate with the experience economy in the same breath as Formula 1 or the Olympics — but you've described it as one of the most quietly powerful anchors on the UHNW calendar. Can you talk about that? What does access at the highest level look like— or the kind of invitation-only previews that never make it into any publication?

What are some of the anchor events that tend to show up on the UHNW social calendar each year?

Can you walk us through the different tiers of access that exist around major global events?

What separates traditional VIP hospitality from the truly ultra-exclusive experiences?

Are UHNW clients increasingly seeking experiences that feel private, behind-the-scenes, or invitation-only?

Private aviation is often framed as a convenience, a time-saver. But in your experience, has it fundamentally changed what's even possible for a family trying to construct an ambitious global life — in ways that go beyond logistics?

Is it primarily about efficiency and flexibility, or does it unlock a different level of access entirely?

What trends are you seeing in how ultra-wealthy families pursue their personal passions and interests globally?

Are younger generations approaching luxury travel and global experiences differently than previous generations?

If someone wanted to start building their own global events calendar, what would be the first two or three experiences you would recommend?

CONCLUSION:

As we’ve explored today, the rise of the global experience economy is reshaping how families think about wealth, not just as something to preserve, but as something to live.

From intentional global calendars to art previews that never make it into print, to multi-generational journeys that become part of a family's defining story — the through line is always the same: the most meaningful experiences don't happen by accident. They're designed.

A special thank you to Teresa Chope for sharing her perspective and insights with us.

And thank you, as always, for being part of the SFO Circle community.

If you enjoyed this conversation, we invite you to subscribe, share, and continue engaging with us as we explore the ideas shaping the future of single family offices.

This episode examines one of the defining challenges in ultra high net worth wealth management and family office environments: how do you identify, develop, and retain the next generation of leaders at a time when client expectations, generational values, and organisational cultures are all shifting simultaneously?

Drawing on the experience and perspectives of Milton Pedraza and Richard Orlando, the conversation moves from the conceptual to the practical. It covers the meaningful distinctions between coaching and mentorship, the conditions that allow emerging leaders to genuinely flourish, and why so many high-calibre firms inadvertently stall the development of their best people despite having every intention to do the opposite.

At its core, this is an episode about trust: how leaders earn it from clients, how organisations earn it from their people, and how the field of wealth management must evolve its culture and leadership philosophy if it is to attract and hold the talent it needs for the long term.

After listening to this episode, practitioners and leaders in wealth management and family office contexts should come away with:

• A clearer understanding of the difference between coaching and mentoring, and when each is most appropriate.
• Practical insight into the conditions that either support or undermine leadership development within high-calibre organisations.
• A more nuanced view of what emerging leadership looks like beyond technical competence or seniority.
• Specific prompts for reflecting on how their own organisations approach talent development and retention.
• A stronger appreciation of the generational dynamics shaping client and colleague expectations in wealth management today.
• Concrete questions to ask when evaluating whether their firm’s leadership culture is fit for the next decade.