Family Office CIO: P50 $719,000 · P75 $1,062,000 · P90 $1,435,000
Family Office CFO: P50 $412,000 · P75 $562,000 · P90 $760,000
Chief of Staff (Family Office): P50 $325,000 · P75 $431,000 · P90 $583,000
Estate Manager (single property): P50 $231,000 · P75 $325,000 · P90 $423,000
Estate Manager (multi-property): P50 $350,000 · P75 $488,000 · P90 $650,000
Head of Security: P50 $219,000 · P75 $313,000 · P90 $400,000
Executive Personal Assistant: P50 $188,000 · P75 $294,000 · P90 $383,000
Figures are rouka benchmarks at Boston's 1.25x multiplier. Housing, vehicle, and bonus arrangements vary by household and are agreed separately.
Roles We Place in Boston and Massachusetts
Family office investment and operations: CIO, CFO, CEO, Chief of Staff, Director of Tax, Controller, Investment Analyst.
Private household and estate: Estate Manager, Multi-Property Estate Manager, House Manager, Executive Personal Assistant, Head of Security, Executive Protection, Private Chef, Head of Household, Butler.
We also staff seasonal and dual-residence households, where a Boston primary runs alongside a Cape, Nantucket, or North Shore property.
What Makes Boston Searches Different
Boston is discreet even by the standards of this work. Wealth here is old enough that not displaying it is the convention rather than a preference, and households are correspondingly cautious about who knows a seat is open. Searches run quieter and slower than the numbers alone would suggest, and candidates who arrive expecting to be sold to tend not to survive the first conversation.
The talent pool is genuinely thin. Boston has fewer career household professionals than New York or Palm Beach relative to the number of estates, because the market has never had the transient service population those cities do. Most senior placements here come from outside the region or from a small group of people already known to the households they serve. That is a sourcing problem, not a compensation problem, and paying above band does not solve it.
Family office hiring in Boston draws from an unusually institutional bench: asset management, private equity, biotech, and the university endowments. Those candidates are technically strong and often have never worked for a family. The adjustment from an investment committee to a principal who decides over dinner is the single most common reason a strong Boston hire does not last.
