A fourth-generation Saudi trading family with extensive international interests sought to formalise charitable giving that had grown organically to over $15 million annually but lacked strategic focus, measurable impact, or systematic family engagement. The patriarch was concerned that while Zakat obligations were met, broader philanthropic aspirations remained unfulfilled. Family member interests were diverse, spanning education, healthcare and environmental sustainability, while the internationally educated next generation sought sophisticated impact measurement and transparent governance beyond traditional giving approaches.
We developed comprehensive philanthropic architecture spanning legal structure, investment strategy, and impact frameworks. Our foundation structure established a perpetual endowment in London with regulatory oversight plus Riyadh representative office for regional operations. Governance included a seven-member board with four family members and three independent experts, rotating leadership with term limits, and transparent financial reporting with conflict-of-interest policies. The endowment investment strategy targeted 4% annual grant-making in perpetuity while preserving purchasing power through conservative allocation: 35% global bonds, 42% diversified equities, 15% real assets, 10% impact investments, with 65% Sharia-compliant screening. Our impact framework developed focused program areas in STEM education (40%), healthcare access (30%), environmental sustainability (20%) and emergency relief (10%) with rigorous due diligence, multi-year partnerships and quarterly family reporting combining financial performance with program impact stories.
The foundation exceeded expectations across all dimensions. Full $200 million capitalisation was achieved within nine months through systematic family contributions. First-year grants totalling $8.2 million supported 12 regional STEM initiatives directly benefiting over 3,000 students. Next-generation participation increased dramatically with five cousins aged 25-35 serving actively on thematic committees and two pursuing advanced non-profit management education. 94% of grant recipients met first-year performance targets with three programs scaling to additional communities.
