Who We Serve
Co-sourced digital-asset capability for existing family offices
Single- and multi-family offices that don't want to build crypto infrastructure in-house. DAG plugs into the existing team (custody, tax, structure, and reporting) without competing for the client relationship.
You don't need a second family office. You need one missing capability.
The single-family office (or established MFO) already has investment, tax, legal, and reporting infrastructure. It works. The gap is narrow but consequential: digital assets are now a meaningful part of what the office has to manage, and the rest of the stack was built before that was true.
Building in-house custody, key-management, entity, and reporting expertise for digital assets is expensive, slow, and difficult to staff. Co-sourcing it is the standard answer in every other specialty the office relies on (private credit, tax-exempt bonds, insurance), and it's the right answer here too.
DAG plugs in to fill the digital-asset capability without competing with the office on anything else.
Symptoms
- A principal has built a meaningful crypto position the office can't fully see
- Custody is split across exchanges, hardware wallets, and spreadsheets
- The CPA can't reconcile the digital-asset cost basis at year-end
- The investment committee has no policy framework for digital assets
- The estate plan does not contemplate private keys
What DAG provides to the office
Custody architecture
Migration from self-custody and exchange accounts to independent qualified institutional custody arranged through third-party custodians. Multi-sig governance, signer policy, and disaster recovery documented and tested.
Entity structuring
Wyoming Digital Asset LLCs through DAG Private Client, operating agreements drafted around private-key control, and coordination with the office's existing trust and entity structures.
Investment policy & advisory
DAG Wealth provides SEC-Registered advisory where the office wants an external fiduciary mandate on the digital-asset sleeve. Or DAG advises the IC and the office's CIO retains discretion.
Tax coordination
Cost-basis reconciliation, lot-level reporting, and quarterly coordination with the office CPA and outside tax counsel.
Estate & succession
Digital-asset succession plans: operational, not just legal. Key recovery, signer transition, and beneficiary education coordinated with the office's estate counsel.
Reporting integration
Position and transaction data into the office's existing aggregator or general ledger. The office's reporting cadence does not change to accommodate DAG.
Three ways to engage
Offices engage DAG at the level that matches the problem. Most start narrow.
Model 01
Project-scoped
A discrete piece of work (custody migration, entity setup, or estate-plan update) with a defined deliverable and end date.
Model 02
Ongoing advisory
A retained relationship covering the digital-asset sleeve and the standing questions it generates. Pricing scales to scope, not assets.
Model 03
Sub-advisory mandate
DAG Wealth as fiduciary advisor on the digital-asset portion. Reporting and IC participation defined in the engagement letter.
"DAG is the digital-asset specialty inside the office's existing architecture, not a parallel office."
Statement from the DAG leadership team. It is not a client testimonial or endorsement, no compensation was provided for it, and it does not reflect the experience of any client.
How the relationship actually runs
Single point of contact
A named DAG principal owns the office relationship. Escalations, briefings, and standing questions route through one person.
Defined scope in writing
Every engagement starts with a written scope, deliverables, and reporting cadence. The office's CIO or director knows exactly what DAG is responsible for.
Office's tools, office's cadence
DAG conforms to the office's reporting calendar, GL, and aggregator. The office does not adjust its operating rhythm to accommodate a vendor.
Coordination with existing counsel and CPA
DAG works directly with the office's outside attorney, CPA, and (where applicable) trustee. The office is not asked to be the messenger between specialists.
Questions
Frequently asked questions
Question 01 of 05
Are you trying to replace our existing CIO or family advisor?
No. The co-sourced model exists because most offices want digital-asset capability without changing the architecture they've built. DAG works to your team, not around it.
Next step