Families fund the commons they rely on.
Membership is the fuel for the intelligence, people and infrastructure behind the work. It is what allows us to assess credible work before there is a transaction — and to coordinate action without needing every recommendation to generate a fee.
One membership. Everything else chosen separately.
The line between the two columns is the whole design. If it ever blurs, the judgment we are asking families to pay for stops being worth paying for.
What membership supports
- Worldview and synthesis
- Wise choice-making
- Leverage and supply maps
- Selected gatherings
- Platform access
- Light orchestration and learning
This is the layer most families do not currently have: an independent view, help turning it into a small number of grounded choices, and someone keeping the work joined up afterwards.
Chosen separately, and never bundled
- Deep family-office work
- Investment management
- Legal, tax and estate work
- Project or diligence assignments
- Specialist implementation
- Philanthropy, through the Foundation
Each is scoped and chosen by the family, frequently with partners rather than with us. Membership never obliges you to buy any of them, and we are not paid more if you do.
We are not paid to send you anywhere.
The founder of Third Attractor also founded Amphibian Capital, so we are connected rather than independent, and we do not claim otherwise. What we claim is narrower, and every part of it can be checked.
This structure is what lets us say, without it costing us anything
There are four ways we could be paid. All four, stated
We share membership revenue
A proposed share goes to the partner providing our software and technical capability. It is continuing, material, and the largest of the four.
We are paid for commissioned work
Work beyond the membership scope is scoped and priced separately. You approve it in writing before it starts, or take it elsewhere.
We take no referral fees
If a family is sent to a partner, the partner is paid for the work. We are not paid for the introduction.
People here hold interests
Some of us own or are paid by organizations a family might use. That is different from a referral fee, and you are told in writing before any decision.
Membership of the group buys nothing. A partner wins work by being the best available answer — and that includes losing to someone outside the group.
Keep your advisers. Keep your family office. Keep your managers.
We are not trying to replace the people who already serve you well. If you find we are duplicating something you already pay for, tell us and we will take it out of scope.
You can do the work, we can do it, or neither.
The third option matters. Without it the first two would be a sales process, and a family would be right to read them that way.
A flat annual membership
Research, all of our deal flow, and access. You execute through your own family office. We earn the flat fee and nothing else, whatever you choose or how much you deploy.
Fund fee and carry, above a minimum
Discretionary management within an agreed mandate, through a separate regulated manager under its own fund documents. Third Attractor earns nothing here. It buys you discretion and execution, not earlier or better information.
Membership, or nothing at all
You do the thinking with us and then act entirely elsewhere, with your own advisers and managers. We earn the flat fee, or nothing, and that is a perfectly good outcome.
The fee may depend on who you are. It should never depend on what you decide.
Membership can be priced on the people and entities served, how many priorities you want taken through the work in a year, and whether gatherings are included. A band is set at the start of a term and is not re-rated during it for anything you do. A fee that rose with the amount allocated would be a management fee under another name.
A working number, openly marked as a hypothesis.
We would rather publish an untested number and say so than quote on request and let the figure float with the conversation.
$100,000 to $150,000 per family per year.
This number has not been validated. We have not yet served a family end to end, so the real cost to serve is unknown. It should be read as the opening of a conversation, not a rate card. No family will be asked to commit before the number is settled and the basis for it is written down.
What has to be true for this price to be fair
It replaces work rather than adding to it. You should be able to point at something you stop paying for, or a decision you could not previously make.
The cost to serve supports it. If serving one family costs more than the membership, the price is wrong — and it is wrong at ten families too.
Families renew on the judgment, not the access. If renewal depends on gatherings and introductions, we have built a club and should price it as one.
The full arithmetic behind the operating cost sits in the working documents. Read the documents →
Membership economics stay separate from investment economics.
Four lines, with different economics on purpose. The order matters: if the recurring engine depends on selling a specific product, the advice stops being honest.
Membership
Pays for independent judgment: worldview, wise choice-making, leverage, supply, coordination and learning. This is the only line that should ever fund an opinion.
Specialist work
Family or project work, scoped and delivered separately — frequently by partners rather than by us. Specialist services pay specialists.
Capital and venture economics
Capital managers earn capital economics. Venture ownership rewards genuine creation. Disclosed, never assumed, and never a reason to recommend a transaction.
Flourishing Futures Foundation
Public-benefit and philanthropic funding, legally and economically distinct from the commercial entity. It funds what should not depend on a financial return.
The economic engine supports the mission. It does not define it.
Proposed, not operating.
No family is currently being served under this membership. The price, the scope and the terms are all proposals. They will change once there is evidence, and the changes will be visible here rather than quietly reissued.
A flourishing future will not be built by one organization.
It requires better intelligence, better coordination, wiser choices and capital that serves the future we actually want to create.