DAG Family Office & Private Client
Strategic exit planning for founders, token holders, and concentrated positions
Pre-liquidity structuring across entity design, charitable vehicles, custody, and tax, sequenced before the transaction so the structure is in place when the transaction closes.
Section 01
The structure has to be in place before the transaction closes
Most of what makes a liquidity event well-structured happens 12 to 36 months before the close. Trusts funded. QSBS positioned. Charitable vehicles standing and seeded. Custody hardened. Governance prepared for what the family is about to become.
Once the LOI is signed, most of those levers are gone or compromised. The work has to start earlier than founders typically think to start it.
What closes early
Structure attempted post-close
After the transaction closes, most planning options collapse. The window for material tax structuring is before the deal.
QSBS misplayed
Stacking, gifting, and trust planning around §1202 leave large amounts of exclusion on the table when set up reactively instead of architected upfront.
Charitable vehicles set up too late
Gifting appreciated equity or tokens into a CRT, DAF, or foundation only works if the vehicle exists and is funded before the binding deal.
Concentration through close
Holding the entire concentrated position into and through the transaction without hedging, monetization, or planned diversification is a risk decision, even if it's made by default.
Section 02
The planning levers
01
Entity & ownership design
How the position is held going into the transaction (operating entity, holding company, trusts, GST allocation) drives both the tax outcome and the post-close family structure.
02
QSBS & §1202 planning
Validating qualification, designing stacking strategies through non-grantor trusts, and confirming holding-period treatment well before any letter of intent.
03
Charitable gifting
Appreciated equity or token positions gifted into a DAF, CRT, or private foundation pre-close to convert future tax into philanthropy on the family's terms.
04
Hedging & monetization
Where appropriate, structured products, prepaid forwards, exchange funds, and lending strategies to reduce concentration risk without forcing a sale.
05
Liquidity & reinvestment
Pre-modeled allocation for the post-close balance sheet: cash needs, diversification glide path, custody architecture, and reinvestment cadence.
06
Family & governance prep
If the exit changes the family's scale materially, the governance and legacy work runs in parallel, not three years later when problems surface.
Section 03
For token holders and concentrated digital-asset positions
Liquidity events around tokens have their own failure modes. Custody, lockups, OTC depth, and on-chain settlement realities have to be built into the structure, not improvised in the week before unlock.
Custody hardening pre-event
Concentrated token positions need institutional custody, multi-sig governance, and signer succession in place before any liquidity event. Not improvised during one.
Lockup & vesting design
Vesting schedules, lockups, and acceleration provisions modeled against tax timing, family liquidity needs, and post-event market dynamics.
OTC execution coordination
For positions too large for exchange depth, coordinated OTC desk execution with documented price discovery and settlement protocols.
Cost basis & lot selection
Lot-level basis tracking and selection at the moment of sale. The difference between best and worst lot selection on a large position is material.
Section 04
A working timeline
T-24 mo
Architecture
Entity design, trust funding, QSBS positioning, custody hardening. The earlier this work happens, the more options stay open.
T-12 mo
Charitable & gifting
Vehicle formation and funding for charitable gifting. Trust gifting where annual exclusion and lifetime exemption strategies require holding periods.
T-6 mo
Pre-deal coordination
Coordination with deal counsel. Final positioning before any binding agreement or material non-public posture restricts movement.
T-0 / Post
Execution & reinvestment
Close mechanics, custody transitions, immediate liquidity allocation, and the start of the diversification glide path.
Questions
Frequently asked
Next step
The first conversation maps the realistic transaction window and which levers are still open inside it.
From there we sequence what has to happen first, what runs in parallel, and what the post-close balance sheet should actually look like.
Disclosures
DAG (Digital Ascension Group) coordinates family office and wealth management services.
DAG Holdings Co is a holding company that does not provide investment advisory, brokerage, administrative, or insurance services to clients. DAG is not a law firm, does not provide legal or tax advice, and does not provide tax preparation services. Tax matters are handled through referrals to independent qualified tax professionals.
DAG Private Client services involve estate matters that require qualified independent counsel in the applicable jurisdiction. LLC formation, trust drafting, and estate planning services are provided in coordination with or by qualified independent legal counsel licensed in the applicable jurisdiction.
Asset protection structures, including Wyoming LLCs and trusts, do not guarantee protection against all claims, creditors, or losses. Outcomes depend on specific facts, jurisdiction, and applicable law. Insurance products and services are offered through Xure Insurance or its affiliates.
Investment advisory services are offered exclusively through DAG Wealth, an SEC-Registered Investment Adviser (CRD No. 328627). Registration with the SEC does not imply a particular level of skill or training. Form ADV and Form CRS are available upon request or at www.adviserinfo.sec.gov.
Custody arrangements with third-party independent qualified custodians reduce certain risks but do not eliminate them. Investing in digital assets involves risk, including the possible loss of principal. Digital assets are highly volatile and may not be suitable for all investors. Past performance is not indicative of future results.
Specific fee schedules, scope of engagement, conflicts of interest, and material business practices are disclosed in writing before engagement and in Form ADV Part 2A for the investment-advisory portion.
The information on this site is for general educational purposes and is not legal or tax advice.