The Next Generation of Israeli Wealth
Three cohorts overlap in real time: dynasty successors, post-exit founders building first-generation offices, and the children who will inherit them. The structural picture of Israeli private capital through 2030 and beyond.
The next generation of Israeli wealth is being formed now. Three cohorts overlap in real time: the second and third generations of the inherited industrial dynasties; the post-exit technology founders building first-generation family offices; and the children of those founders who will inherit those offices in the 2040s. The interactions among the three cohorts will define Israeli private capital through 2030 and beyond.
The dynasty successors
The inherited industrial successors are mostly already in operating roles. Danna Azrieli, Naomi Azrieli and Sharon Azrieli are running the Azrieli Group and Foundation. Eyal Ofer and Idan Ofer are running the two halves of the Ofer platform. Michael Federmann is governing Dan Hotels and the Elbit Systems block. Ofra Strauss has chaired the Strauss Group through international expansion.
What follows next for this cohort is third-generation succession. The grandchildren of the founders are in their twenties, thirties and forties. Many have spent time at American or European universities, often at investment banks, consulting firms or operating companies outside the family business. They are being introduced to governance through philanthropic foundation roles before they take operating responsibility. The Azrieli and Bronfman models — where philanthropy is the lead vehicle through which the next generation establishes its public role — have been broadly influential.
The founder-led cohort
The post-exit technology founder cohort is building first-generation family offices on a continuous flow. Eyal Waldman after Mellanox. Amnon Shashua after Mobileye and through AI21 Labs. Avishai Abrahami at Wix. Marius Nacht at aMoon. Shlomo Kramer across cybersecurity. The Wiz founders after the 2024 Google announcement. Tomer Bar-Zeev after ironSource. Eido Gal after Riskified. Micha Kaufman at Fiverr.
The cohort is younger than the dynasty principals, more globally distributed, more direct-investment-led, and more international from inception. Their family offices will not look like the inherited platforms when fully mature. They will look like the European and American institutional single-family offices that emerged through the 2000s, scaled to the Israeli technology base.
The third cohort — the inheriting children
The children of the founder-led cohort are mostly still in school. They will inherit single-family offices already professionalised by their parents — full investment teams, written allocation policy, established trust architecture, established philanthropic foundations. The structural challenge for this cohort will not be building the office. It will be deciding what to keep and what to change inside an already institutionalised structure.
The model imported from American and European multi-generational family offices suggests three patterns are likely. Some inheriting principals will take operating roles inside the family office, run it as a career. Others will pursue independent careers — academic, philanthropic, in adjacent operating businesses — while delegating investment governance to a professional CIO. Others will pursue exits or buy-outs that reduce family complexity. The mix across the Israeli successor cohort will look statistically similar to the equivalent European and American patterns.
What changes structurally
Four shifts will define the 2030 picture.
Geographic distribution. The next generation will be more globally distributed than the current one. Tel Aviv will remain the operating anchor for most platforms, but a larger share of principals will be primarily resident in New York, London, Miami or Lisbon. The geographic centre of gravity will continue to disperse.
Asset class composition. Venture, AI infrastructure, private credit, secondary markets and direct private equity will continue to expand as a share of the allocation. Public markets and traditional fixed income will continue to contract as direct family-office allocations, even as they remain the dominant asset classes for the outsourced wealth management portion of the portfolio.
Operational professionalisation. The model will continue to converge toward the institutional template. CIOs, formal investment committees, written allocation policy and dedicated asset class teams will become near-universal across the larger offices.
Philanthropic continuity. The downstream institutions — hospitals, universities, museums, foundations — will continue to draw on private family capital. The names on the buildings will rotate as the generations turn. The structural reliance of Israeli public infrastructure on private family philanthropy will deepen, not weaken.
What will not change
The role. Family-office capital will remain the most durable, most strategically committed and most counter-cyclically deployed pool of Israeli private investment. The next generation will inherit and extend that function. The vocabulary, the technology and the geography will evolve. The structural picture will hold.
Israeli private wealth in 2030 will look different in surface composition. It will look familiar in underlying role. The next generation is being prepared, formally or informally, to occupy that position. Several of the largest decisions about how they will do so are being made now.
